CENTRELINK ANNUAL REPORT 2003 – 04
Contact officer
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ACT AUSTRALIA 2610
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This Annual Report is available on the Centrelink website at:
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© Commonwealth of Australia, 2004
ISSN: 1441–4392
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5 November 2004
The Hon Joe Hockey
Minister for Human Services
Parliament House
CANBERRA ACT 2600
Dear Minister
I have pleasure in presenting to you Centrelink’s Annual Report for the year ending
30 June 2004.
The report has been prepared as required under subsection 40(1) of the Commonwealth Services
Delivery Agency Act 1997. Subsection 40(2) of the Act requires you to cause the report to be laid before
each house of Parliament within 15 sitting days of that House after the day on which you receive the
report.
This report is presented to you as an acknowledgement of the perseverance and hard work of the staff
of Centrelink in ensuring the highest quality of service is delivered to the people of Australia during a
period of unceasing pressure from welfare reform and technical innovation.
Yours sincerely
Elizabeth Montano
ACTING CHAIR OF THE BOARD
BOARD OF MANAGEMENT – CHAIR
Box 7788 Canberra Business Centre ACT 2610
Telephone (02) 6212 0051
Facsimile (02) 6212 0488
About this report
This annual report is to inform Parliament (through the Minister for Family and Community Services),
other stakeholders and the community about Centrelink’s performance in delivering Australian
Government payments and services. The report is the principal accountability mechanism between
government and Centrelink.
Centrelink reports on achievement against performance targets set out in the Family and Community
Services 2003–04 Portfolio Budget Statements and Portfolio Additional Estimates Statements. These
performance targets identify five key priorities for Centrelink: our accountability, our community and
business relationships, our customers, our staff, and our efficiency and effectiveness. These priorities
are the subjects of Chapters 3 to 7.
Centrelink measures its operational performance through a Balanced Scorecard. The scorecard
monitors our performance against our targets, demonstrates value in the expenditure of public money,
and supports a culture of continuous improvement. Along with the Future Directions 2003–2006, the
Balanced Scorecard is Centrelink’s primary reporting tool.
Chapter 1: The year in review
The Chair of the Board and the Chief Executive Officer examine significant challenges and
achievements of the past year, and present the outlook for 2004–05.
Chapter 2: Corporate overview
Includes our organisational structure, corporate governance, the services we deliver, and arrangements
for external scrutiny.
Chapter 3: Our accountability
Includes reports on the implementation of welfare reform, performance delivering client services, our
customer privacy and security, and the management of fraud and debt strategies.
Chapter 4: Our business and community relationships
Details the development of our business and community sector relationships, and the measures
undertaken to foster these partnerships across Centrelink.
Chapter 5: Our customers
Examines the ways in which Centrelink is responding to customer needs, and the initiatives, strategies
and activities that underpin our response.
Chapter 6: Our people
Focuses on Centrelink staff and Agents, and how they are supported to achieve our business objectives.
Chapter 7: Our efficiency and effectiveness
Examines the effectiveness of our budget management, including details of Centrelink outlays and how
funding is used to maximise service delivery. Chapter 7 also examines the efficiency of our business
processes.
Chapter 8: Financial statements
Chapter 9: Appendices
We would like to thank the many Centrelink employees who contributed to this annual Report
THE YEAR INREVIEW
CHAPTER ONE
Report of the Chairman
The past year has been busy for our staff, as Centrelink moved further away from its traditional role of
just providing benefits towards an increased focus on social outcomes and economic participation.
In delivering new and ongoing Australians Working Together initiatives in particular, Centrelink is
providing the support and encouragement unemployed customers need to achieve the best participation
outcomes. The initiatives have also laid the foundation for a more personalised and responsive support
framework for working age people.
The 2002-03 financial year saw the introduction of Personal Advisers. In 2003-04, their numbers
increased and I am pleased that they are now helping a wider range of customers.
Centrelink is continuing to build closer connections with the community and this year saw the launch of
Community Connect. As a shared resource with the community sector, Community Connect is about
developing more collaborative working arrangements with community based service providers. We are
finding that an important outcome of this approach to community involvement is increased assistance to
help customers participate in and engage more productively with their communities.
During the year, Centrelink demonstrated its capacity to respond quickly to communities in need through
the delivery of high quality services. We continued to provide much-needed support in rural and regional
communities, particularly to Australian farmers, on behalf of the Australian Government. Our work
included drought assistance support, delivery of the Sugar Industry Reform package, and delivery of the
Farm Help program to assist farmers in considering their long-term viability in agriculture.
The 2003–04 financial year also saw the introduction of IT Refresh. This innovative five-year program
will lead to significant improvements in the service delivery to Centrelink’s customers. It will also mean
that Centrelink can continue to build on its existing core computer systems and that we can offer
customers more choices in accessing Centrelink services.
In March 2004, the Minister appointed Mr David Deans to the Board, to replace Mr David de Carvalho
who resigned during the year. As a new Board member, I would like to welcome Mr Deans to the Board
and acknowledge his wide-ranging skills and experience, particularly when it comes to issues affecting
mature age Australians. I would also like to thank my fellow Board members for their valuable
contributions, including their work as chairs and members of the various Board committees.
I would like to take this opportunity to extend my sincere appreciation to Sue Vardon and her
management team for their dedication and leadership over the past year in particular, but also over the
last four years during my term as Chairman of the Board at Centrelink.
Finally, a big thank you goes to all Centrelink staff for the wonderful job they do in assisting and
supporting customers and their communities across Australia.
John Pascoe AO
Chairman of the Board
Report of the Chief Executive Officer
Every year Centrelink experiences significant change as it fulfils its charter to Government to bring
convenience to the citizen and roll through major reforms. This year was no exception. It is a credit to
the public service that whatever challenge we are given by way of government policy initiative, we are
able to deliver. Our people are used to change and I am always inspired by the creative ways they find
to do our work better or faster or smarter. This year we have seen a significant increase in our
connections to other agencies and community groups at the local level. Even though we are a large
agency, for many people it is at the local level we are best known and have the greatest chance to work
with others to assist our customers move forward in their lives.
We were established as the Commonwealth Services Delivery Agency in 1997 and our value to
government has been that we now operate on behalf of 25 agencies. This year we agreed to deliver call
centre services on behalf of the Australian Electoral Commission for the 2004 Federal election. We
continue to deliver a wide range of services to the people of rural and regional Australia including
Exceptional Circumstances Payment and additional drought assistance measures. We are often the only
Government agency left in some smaller towns and we intend to stay there.
We met most of our Client Department’s Key Performance Indicators this year. The few that we did not
meet have been targeted for 100 per cent achievement in the next year.
Protecting the integrity of outlays
Centrelink is responsible for the expenditure of $60.1 billion of Australian Government funds as it
implements the initiatives designed to deliver income support to individuals experiencing various
transitions in their lives. These payments come with clear boundaries and Centrelink staff have a
responsibility to make correct decisions and to help citizens keep information about their circumstances
up to date.
During the year, ensuring the integrity of outlays by controlling fraud and incorrect payments continued
to be a major priority. To confirm that customers are receiving their correct entitlements, Centrelink’s
compliance activities are specifically aimed at the prevention, detection and deterrence of payments and
fraud. We have prepared fraud risk assessments and fraud control plans and have in place appropriate
fraud prevention, detection, investigation, reporting and data collection procedures and processes that
meet the specific needs of Centrelink and comply with the Commonwealth Fraud Control Guidelines.
The Getting it Right strategy has had a very positive effect over recent years. We have increased our
technical training and this year introduced the position of senior practitioner to inject significant expertise
at the local level. This position complements other technical specialists, particularly the role of Complex
Assessment Officers. Improvements have been made to the computer-based reference suite, which
outlines the rules around payments.
As a result, payment accuracy (including both Centrelink, the Department of Family and Community
Services and customer responsibility) is now at 96.8 per cent. Individual and family circumstances
change continually. Keeping the payments correct is a challenge, and our customers can sometimes
forget to keep their Centrelink records up to date. This contributes in large part to the 3.2 per cent
difference. We have undertaken to work with the Department of Family and Community Services to help
our customers remember to tell us when things change.
When Centrelink was established we introduced a question into the customer satisfaction survey that
asked customers if their last contact with Centrelink had been to fix a mistake. About 25 per cent of
customers responded yes to this. Our analysis of this response highlighted a number of reasons,
including: that they had failed to inform us of changes; that there was no mistake but the customer
thought there may have been; that Centrelink was still waiting for information from the customer to
enable us to process their payment; that the customer wished to contest the policy guidelines; or, that
we had coded incorrectly. Five years later, this number had reduced to 15 per cent but covered a similar
range of reasons.
We decided to dig more deeply into this 15 per cent and find the reasons so we could reduce this figure
further. Unfortunately, the resulting research received some negative publicity and created headlines
about Centrelink ‘mistakes’. This was most unfortunate particularly as it was based on a significantly
incorrect assumption. The ‘mistakes’ referred to were of the type outlined above. Much to our concern,
the story was picked up by many media channels without a complete understanding of the whole story.
One of the problems of public administration is to remain open to self scrutiny knowing that the results of
the self examination will be on the public record. This is as it should be but also demonstrates the high
level of accountability of the public sector.
Supporting Participation outcomes
This year we introduced Business Briefings to the organisation—a cascade presentation where every
supervisor presented substantial and consistent content to our staff over a three-week period. We
received positive feedback following the first briefing, which highlighted the contribution Centrelink
makes to the Government’s Participation policy and stressed that everyone had a contribution to make.
The briefing resulted in many conversations concerning how we could improve our participation activities
and added new depth to our culture.
In 2002–03, a new category of customer service officer known as Personal Advisers was introduced.
Additional Personal Advisers joined Centrelink this year bringing the total number working in Customer
Service Centres to more than 680. We know that Personal Advisers have made a significant impact on
the lives of our customers through the stories we hear of how they have provided confidence, inspiration
and information to people who need help to get back into the workforce. We are pleased with the
success of this program.
Providing more flexible service for business, customers and government
Channel management that is the selection of the most appropriate channel for business delivery—
whether face to face, by telephone, electronically, via self service or as a printed product— has been a
feature of this year’s activity. Two initiatives have helped increase the options for our citizens.
First, we developed a Natural Voice Response Service and an Internet-based product for the
government initiative, Working Credit. Approximately 145 000 people per fortnight have used these
services to keep us informed of their earnings and we have been able to very effectively continue to pay
them in accordance with the respective income tests that determine their payments.
Second, the substantial investment in our information and technological infrastructure known as IT
Refresh increased the industrial strength of our computer systems and gave us the capability to broaden
our self service offerings.
The substantial Australian Government initiatives to make new payments to families and carers in this
year’s Budget were a significant test of all our applications development capabilities and our
organisations were able to deliver on these at very short notice. This was a significant achievement both
for our National Support Office and all parts of our network.
We have had a technological breakthrough with our first electronic connections to business. Centrelink is
now able to receive earnings data on a regular basis directly from employers. This has meant that
people on Disability Support Pensions who are working can have their earnings advice sent directly to
Centrelink without the concern of having to contact Centrelink themselves each fortnight. This improves
our ability to pay people correctly and to prevent debts.
Over the year, even as a number of new services came on line, others were already in development for
introduction early in the new year. It is anticipated that people will find useful, for example, the capacity
to view their financial circumstances on line, a service that is due for release in early July 2004.
The young people of Australia have indicated, through our customer satisfaction surveys, that they
appreciate the additional online services that Centrelink is now providing.
Centrelink now has six Remote Area Service Centres, and a further six are due to roll out over the next
few years. The key feature of this Australians Working Together initiative is that centres are staffed by
Indigenous people from the local community. Local staff are very effective in finding appropriate service
delivery solutions, particularly in the area of Participation.
Demonstrating that we provide value for money
In 2002–03, the Boston Consulting Group report demonstrated that Centrelink had a good record in
providing value for money. The Group recommended areas for additional attention and identified that we
could increase shared servicing in certain non-customer areas. Whilst Centrelink has many examples of
specialist processing centres, we decided to increase the scale of our activity and so increase
appropriate consolidation. Concurrent with this action, we decided it was timely to consolidate the call
and customer service networks and Deputy CEO Business; Paul Hickey designed and began the
implementation of the Centrelink Service Delivery Network.
We are reporting a $6.3 million surplus for 2003–04 which is pleasing. Since its formation, Centrelink
has earned $12.8 billion in revenue and managed its expenses to within $6.7 million of its total revenue
stream.
Centrelink’s ongoing financial position remains sound with $195 million in cash available at the end of
the reporting year.
We faced a dilemma with our expert system. It became too expensive to develop the system as we
would have wished, but we still value it in principle. We closed the main project but used the investment
we had put into it to contribute to self service delivery.
Forming Alliance 2004
In 2003–04, we officially formed the new Alliance 2004 agreement with our main client, the Department
of Family and Community Services. Reflecting a stronger and more workable relationship, Alliance 2004
recognises the shared responsibility of both organisations in achieving government outcomes. Given the
success of this new partnership arrangement, we are hoping to implement similar approaches with our
other client agencies during 2004–05.
Thank you
We are as always indebted to our Board members, particularly our Chair John Pascoe AO, for their
special contributions through the subcommittees of the Board and for their individual counsel from time
to time. They often bring a different perspective to the issues we face and always a great deal of
wisdom.
Centrelink is assisted in its work by many reference groups of community members who give us
feedback about how a government agency such as ours can communicate better with people.
We appreciate the business we receive from our client departments. We thank our colleagues in central
agencies, particularly the Australian Public Service Commission and the Department of Finance and
Administration, for their readiness to listen to our challenges and help where they can.
Centrelink staffs have won many local and national awards during the year. This year, for the second
time running, a Centrelink Call Centre (Perth) won the top industry award for a Call Centre over 50 seats
and we won the International ‘Best Innovative Speech Recognition Solution’ award for the Report
Employment Income Natural Language Speech Recognition Product.
There can be no greater debt of gratitude than that which I owe to the staff of Centrelink who, everyday,
go out of their way to help the people of Australia and to implement the policies of the Australian
Government. All over Australia I see and hear stories of their enthusiasm and creativity and
determination to make a difference.
Sue Vardon AO
Chief Executive Officer
CORPORATE OVERVIEW
CHAPTER TWO
BUSINESS ARRANGEMENTS
Centrelink is a statutory authority within the Family and Community Services portfolio.
Other agencies in the portfolio are the Department of Family and Community Services (FaCS), the Child
Support Agency (CSA), the Social Security Appeals Tribunal and the Australian Institute of Family
Studies.
Legislation
Centrelink operates under the Commonwealth Services Delivery Agency Act 1997 (CSDA Act), which
gives Centrelink responsibility for the provision of Australian Government services in accordance with
specified service agreements.
As an Australian Public Service (APS) organisation, Centrelink is subject to the Financial Management
and Accountability Act 1997 (FMA Act) and is staffed under the Public Service Act 1999.
Funding arrangements
Centrelink’s revenue is provided through business partnership agreements or similar arrangements with
client agencies. Funds are appropriated to the policy agencies and paid to Centrelink in return for
specified services.
Outcome and output
Centrelink has one government outcome: ‘Effective delivery of Commonwealth services to eligible
customers’. The outcome is supported by the output: ‘Efficient delivery of Commonwealth services to
eligible customers’.
The outcome and output reflect Centrelink’s role of delivering specified outputs on behalf of client
agencies. Centrelink’s five corporate goals and the Government’s priorities provide the framework for
achieving our output and outcome.
FIGURE 1: OUTCOME AND OUTPUT STRUCTURE
Centrelink functions
Centrelink contributes to the social and economic outcomes set by government by delivering services on
behalf of 25 client agencies. These cover a wide range of outputs in the form of products and services.
For the full range of products and services provided by Centrelink, see Figure 2 (page 14). Table 2
(below) shows the span of Centrelink’s network, which allows the widest possible choice of access to all
Australians.
TABLE 1: OUR BUSINESS AT A GLANCE
Our dimensions
2003–04
Service delivery points
Over 1000 Australia-
wide
2002–03
Over 1000 Australia-wide
Number of employees
25 448
27 137
Number of client agencies
25(a)
25(a)
Payments on behalf of client agencies
Approximately $60.1 billion
Approximately $55.3
billion
$60.1 billion
Mainframe online transactions
Approximately 4.4 billion
4.4 billion
Approximately 4.2 billion
Number of customers
6.5 million
6.3 million
Letters to customers
90.6 million
94 million
Home visit reviews 9 280 10 247
9 280
10 247
New claims granted 2.8 million 3 million
2.8 million
3 million
Successful telephone calls 28.0 million 25.6
million
28.0 million
25.6 million
Internet web page views 32.6 million 27.7
million
32.6 million
27.7 million
(a) State and territory housing authorities are counted as separate agencies.
TABLE 2: OUR NETWORK
Network services
2003–04
2002–03
Customer Service Centres
321
320
Centrelink Agents
349
331
In identified locations
In identified locations
as required
as required
Separate Specialist Service
Centres
29
25
Call Centres
(a) 26
27
Veteran Information Services
14
14
Access Points
159
144
Area Support Offices
15
15
National Support Office
1
1
Remote Area Service Centres
6
3
Rural Remote Visiting Services
(a) Two Call Centres operating across separate sites combined at one location in 2004.
FIGURE 2: OUR SERVICES
Note: Numbers in brackets relate to client agencies’ respective outputs as outlined in 2003-04 Portfolio
Budget Statements.
Attorney-General’s Department

Family Law and Regional Law Hotline (Output 1.3)
Department of Agriculture, Fisheries and Forestry

Dairy Exit Program (Output 1)

Drought Assistance Package(a) (Output 2)

Small Business Interest Rate Relief Program(b) (Output 2)

Environmental Management Systems Incentives Program (Output 1)

Exceptional Circumstances Relief Payment (Output 2)

Ex-Gratia Payments for Farmers (Output 1)(c)

Farm Help (Output 2)

Sugar Industry Assistance Package (Output 1)(c)

Sugar Industry Reform Program 2004 (Output 3)(c)
a) in conjunction with FaCS
b) in conjunction with the Office of Small Business, Department of Industry, Tourism and Resources
c) in conjunction with the Department of Finance and Administration
Department of Education, Science and Training

ABSTUDY (including Living Allowance and Incidental Allowance) (Outputs 1.2 and 2.1)

ABSTUDY Pensioner Education Supplement (Outputs 1.2 and 2.1)

Assessment Subsidy for the Disadvantaged Overseas Trained Professionals Programme and the
Bridging for Overseas Trained Professionals Loan Scheme (Output 3.3)

Assistance for Isolated Children (including Distance Education Allowance, Second

Career Counselling Programme Referrals) (Output 2.3)

Basic Information Technology Skills for Older Workers Programme (Output 2.3)

Career Information Centres (Output 2.3)

Disabled Apprentice Wage (Output 2.2)

Home Allowance and Board and Additional Board Allowance (Output 1.2)

Improving Information Technology Skills for Older Workers Programme (Output 2.3)

Jobs Pathway Programme (Output 2.3)

Jobs Pathway Programme Referrals (Output 2.3)

Language, Literacy and Numeracy Programme (Output 2.3)

National Office of Overseas Skills Recognition (Output 3.3)

New Apprenticeships (Output 2.2)

New Apprenticeships Access Programme (Output 2.2)

New Apprenticeships and New Apprenticeship Centres (Output 2.2)

New Apprenticeships Incentives Programme (Output 2.2)

Student Financial Supplement (Loans) Scheme for ABSTUDY customers (Output 2.1)
Department of Employment and Workplace Relations

Access to Self Help Services (Output 1.2)

Employment Services (Output 1.2.2)

Employment Services for Special Groups (People with Disabilities) (Output 1.2.1)

Indigenous Employment Programmes (Output 1.2.3)

Information to Job Seekers (Output 1.2)

Information, Referral and Support Services (Output 1.2.1)

Job Seeker Assessment (Output 1.2)

Job Seeker Compliance and Participation (Output 1.2)

Job Seeker Referrals (Output 1.2)

Job Seeker Registration (Output 1.2)

Labour Market Programme Management and Delivery (Output 1.2)

Mutual Obligation Initiatives (Output 1.2.4)
Department of Family and Community Services

Age Pension (Output 3.4)

Austudy Payment (Output 1.2)

Bereavement Allowance (Output 3.1)

Carer Allowance (Output 3.3)

Carer Payment (Output 3.3)

Centrelink Multilingual Call

Child Care Benefit (Output 1.4)

Child Support registrations (Output 1.3)

Commonwealth Seniors Health Card (Output 2.2)

Community Agents Program (Output 2.2)

Community Development Employment Project Participant Supplement (Output 3.1)

Community Partnership Agreements (Output 2.2)

Concession Cards (Output 2.2)

Crisis Payment (Output 3.1)

Disability Employment Services (Output 3.2)

Disability Services (Output 3.2)

Disability Support Pension (Output 3.2)

Double Orphan Pension (Output 1.1)

Education Entry Payment (Output 3.1)

Employment Entry Payment (Output 3.1)

Family Tax Benefit (Parts A and B) (Output 1.1)

Fares Allowance (Output 1.2)

Financial Information Service (Output 3.4)

Greencorps Referrals (Output 1.2)

Health Care and other customer concessions (Output 2.2)

Interpreter and Translation Services (Output 3.2)

Job Placement, Employment and Training Referrals (Output 1.2)

Jobs, Education and Training Programme (Output 1.2)

Lump Sum and Phone Advances (Output 3.1)

Maternity Immunisation Allowance (Output 1.1)

Maternity Payment (Output 1.1)

Mature Age Allowance (Output 3.1)

Mobility Allowance (Output 3.2)

Multicultural Service Officer Program

Newstart Allowance (Incapacitated) (Output 3.1)

Newstart Allowance (Output 3.1)

Nominee Arrangements

Parenting Payment (single and partnered) (Output 3.1)

Partner Allowance (Output 3.1)

Pension Bonus Scheme (Output 3.4)

Pension Concession Card (Output 2.2)

Pension Loans Scheme (Output 3.4)

Pensioner Education Supplement (Output 3.1)

Pharmaceutical Allowance (Output 2.2)

Reconnect Program (Output 1.2)

Remote Area Allowance (Output 2.1)

Rent Assistance (Output 2.1)

Retirement Assistance for Farmers (Output 3.4)

Sickness Allowance (Output 3.2)

Special Benefit (Output 3.1)

Special Employment Advance (Output 3.1)

Student Financial Supplement Scheme (Output 1.2)

Telephone Allowance (Output 2.2)

Widow Allowance (Output 3.1)

Widow B Pension (Output 3.4)

Wife Pension (Outputs 3.2 and 3.4)

Work for the Dole Supplement (Output 3.1)

Youth Allowance (Incapacitated) (Output 1.2)

Youth Allowance (Output 1.2)

Youth and Student Line for Youth Allowance and Austudy Payment Enquiries(Output 1.2)
Department of Finance and Administration

Ex-Gratia Payments for Farmers (Output 2.1.3)(a)
(a) in conjunction with DAFF
Department of Foreign Affairs and Trade

Australian Passport Information Service Call Centre (Output 2.1.2)
Department of Health and Ageing

Commonwealth Carelink Program in Western Australia (Output 3.2)

Hearing Services (Outcome 6)

Income Assessment for Residential Aged Care fees (Output 3.1)

Medicare Safety Net (Family Tax Benefit Customer Validation) (Output 2.1)

Pharmaceutical Benefits Scheme (Concession Validation) (Output 2.1)
Department of Immigration, Multicultural and Indigenous Affairs

Assurance of Support (Output 1.1)
Department of Transport and Regional Services

Bass Strait Passenger Vehicle Equalisation Scheme (Administered Program 2.1)

Rural Transaction Centres (Administered Program 1.1)(a)

Tasmanian Freight Equalisation Scheme (Administered Program 2.1)
(a) in conjunction with Office of Small Business, Department of Industry, Tourism and Resources
Department of Veterans’ Affairs

Veterans’ Information and Community Support Services in selected Centrelink sites(Output 4.1)
Other services
Business and community

Centre pay

Customer Confirmation Service

Income Confirmation

Rent Deduction Scheme

Interpreter Services

Advice to business via Business Hotline

Electronic Information Reporting
International

Foreign pension access and assessment

International agreements

Portability of payments
Social Work

Social Work services for citizens and customers with difficult personal and family issues

Domestic and Family Violence Policy and Procedures

Child Support exemptions

Assessment of Youth Allowance for young people in situations of extreme family breakdown

Assessment of Crisis Payment for people leaving situations of domestic violence

Social Work services for customers facing multiple barriers to participation
State and Territory Housing Authorities

Rent Deduction Scheme
Tasmanian State Government

Partnership with Service Tasmania
STRATEGIC FRAMEWORK
Centrelink’s key strategic planning document is Future Directions 2003–2006. Future Directions
identifies Centrelink’s five corporate goals and the strategies that support them, as well as Key
Performance Indicators (KPIs) and targets for each goal. Future Directions also explains Centrelink’s
mission and vision; provides the basis for local and national business planning; and engages Centrelink
people in a common purpose through shared behaviors and core values. Future Directions 2003–2006
focuses Centrelink’s efforts and contributes to and supports our key themes of:

protecting the integrity of outlays

supporting participation outcomes

providing more flexible service for business, customers and government

Demonstrating that we provide value for money.
Our mission
Centrelink’s mission, as the human face of the Australian Government, is to provide easy and
convenient access to high quality government and community services that improve the lives of
Australian families, communities and individuals.
Centrelink aims to improve the lives of Australians, together with their families and the communities we
all live in, by:

assisting Australians to cope with the cost of having a family or caring for someone

helping communities in emergencies such as droughts, floods and bushfires

helping people cope with difficult financial circumstances, for example, when they lose a job, retire,
become ill or are disabled

ensuring that homeless people and other disadvantaged groups do not miss out on opportunities
available to others in the community

assisting customers to find accommodation and other emergency services and cope with personal
and family problems

encouraging and helping people reconnect with their communities through social and economic
participation. For many people, contacting Centrelink is the first step in getting a job

helping industries and communities to adjust to industry and other changes such as through the
Tasmanian Freight Equalisation Scheme and the Sugar Industry Assistance Package

demonstrating environmental responsibility and minimising the negative impacts we have on the
environment through efficient use of resources and reducing waste

facilitating links between government, business and community sectors to foster social capital and
community capacity.
Our vision
Centrelink will:

be an innovative and rewarding place to work

provide access to a wide range of high quality, personalised services that help Australians cope
through life events

help make a positive difference to customers by anticipating, listening and responding to their needs
and providing options that focus on outcomes

work closely with Government, business and the community sectors

be held in high regard by the citizens of Australia and their Government

as a trusted and networked organisation, continue to adapt, design, integrate and deliver services,
information and support for all Australians.
Our goals
To achieve Centrelink’s mission and vision, our goals are:

Accountability to Government and client agencies: To contribute to achieving Government policy
objectives through consistent high quality services and being responsive to the needs of client
agencies and Government. (For information about our performance, see Chapter 3.)

Business and community: To work closely with the business and community sectors to achieve
positive outcomes for Australians. (For information about our performance, see Chapter 4.)

Customer: To provide access to high quality services recognising the diverse needs, preferences and
expectations of our customers, consistent with Government policy. (For information about our
performance, see Chapter 5.)

Developing and supporting our people to achieve business outcomes: To meet the challenges of
current and future business by supporting our people with knowledge, skills, tools and opportunities.
(For information about our performance, see Chapter 6.)

Efficiency and effectiveness of our operations and processes: To ensure our internal processes
support efficient and effective services and provides value for money. (For information about our
performance, see Chapter 7.)
Our themes
Future Directions 2003–2006 focuses Centrelink’s efforts and will contribute to and support our key
themes of:

protecting the integrity of outlays

supporting participation outcomes

providing more flexible service for business, customers and government

Demonstrating that we provide value for money.
Our strategies link up to support these objectives, capturing the contribution of teams’ right across the
organisation. To deliver on these overarching priorities and implement the future directions, the
achievement of strategies across all goals is essential.
Future directions
The annual review of Centrelink’s Future Directions commenced in late 2003. The review aimed to
continue to strengthen and simplify the planning framework, and more closely link our business activities
with our strategic goals.
Coming into effect on 1 July 2004, the new Future Directions 2004–2009:

strengthens our vision and better aligns this to our strategic themes

continues to simplify planning in Centrelink by including priorities for each strategy

ensures our KPIs and targets assist in monitoring our performance as we move towards our
preferred future

Improves the foundation for operational planning throughout Centrelink.
Centrelink Business Plan 2003–2004
During the year, Future Directions 2003–2006 was implemented at national, area and local levels
through the Centrelink Business Plan 2003–2004, which provided the basis for preparing local Business
Improvement Plans for every Centrelink team.
The Centrelink Business Plan 2003–2004 came into effect on 1 July 2003 and provided a one-year
focus that aimed to strengthen Centrelink’s ability to respond to and manage change. The Business Plan
2003–04 outlined detailed initiatives designed to help address the five strategic goals set out in Future
Directions 2003–2006.
The Balanced Scorecard
At the core of Centrelink’s strategic framework is the Balanced Scorecard. The Balanced Scorecard is
the key instrument for measuring and reporting on Centrelink’s performance against its Future
Directions. It uses the five corporate goals as its measurement perspectives, which represent a balance
of internally focused measures and measures set by client organisations.
The Balanced Scorecard is a strong performance driver because it is accessible to every staff member
online and focuses the organisation on performance results.
Top-level Key Performance Indicators for each goal form the basis for external reporting, and indicators
for each strategy form the basis for internal reporting on progress. Each month Centrelink collects data
against all Key Performance Indicators and reports performance to the Board of Management, the
Executive, the Guiding Coalition, and key management meetings.
Review of the Balanced Scorecard
Following a major review of the Balanced Scorecard in 2002–03, Centrelink implemented a new
scorecard in July 2003. The new scorecard is more strategically focused, based around organisational
goals and includes lead and lag indicators.
In 2003–04, Centrelink conducted a review of all internally-set measures and targets within the Balanced
Scorecard to ensure they:

reflect the current business priorities within Future Directions

are relevant and meaningful

are strategic

will assist in monitoring organisational performance
The scorecard changes will come into operation from 1 July 2004.
Customers at the centre of our business
Centrelink is committed to providing a high level of customer service, consistent with the achievement of
Government outcomes, by placing the customer at the centre of our business.
Centrelink has undertaken a detailed analysis of research about our customers’ needs, preferences and
expectations. From what our customers have told us and from what we have learned through our
contact with customers and with other organizations, there are eight key areas that customers want us to
focus on to improve the customer experience.
These are:

staff capability—attitude and knowledge

promptness and consistency of our service

on-paper communication

management of mistakes

aligning future servicing arrangements with customer expectations and preferences

working with our customers and the broader community to achieve positive outcomes

improving the Customer Service Centre environments

access to and integration of services.
Centrelink has listened to and is learning from what our customers have told us. Centrelink’s Future
directions 2003–2006 identified a number of key strategies against each of its corporate goals that
reflect our commitment to responding to what our customers say is important to them. These
strategies are detailed in Chapters 3 to 7.
FIGURE 4: CENTRELINK’S ORGANISATIONAL STRUCTURE
CENTRELINK STRUCTURE
Customer service network
Centrelink’s customer service network includes Customer Service Centres (CSCs) and Call Centres,
along with other specialist customer service outlets and Community Agents. The network provides
services funded by Centrelink’s client agencies directly to 6.5 million customers (see Table 2 on page 13
for more information).
Centrelink Call
Centrelink Call comprises 24 networked Call Centres and two Rural Call Centres located around
Australia. These are supported by Centrelink Call Canberra, which provides operational, financial,
human resources and technical support. Centrelink Call is headed by a General Manager and two
National Managers. All Call Centre managers, Centrelink Call business managers and the Executive are
members of the Centrelink Call Leadership Team which meets bi-monthly to discuss strategic Call
Centre issues. The two Rural Call Centres are managed by Centrelink Call and Rural Services.
Area Support Offices
Various CSCs and specialist services are grouped into 15 geographical areas around Australia, each
with an Area Support Office (ASO) headed by an Area Manager. These area Offices provide
management, administrative and operational support for each CSC.
National Support Office
The National Support Office is Centrelink’s headquarters and is located mainly in Canberra with some
teams out posted to other states. It supports the Board of Management, Ministers, client agencies, ASOs
and the Centrelink network. Traditional divisions and branches have been replaced by teams in
Centrelink (see Figure 4 on page 23). Each team is led by a Senior Executive Service officer.
The National Support Office operates under four business categories:

Customer Service, headed by a Deputy CEO

Business, headed by a Deputy CEO

Digital Business and Business Transformation, headed by a Deputy CEO and Chief Information
Officer

Service Management, headed by a Deputy CEO.
Centrelink Executive
The CEO is responsible for the day-to-day administration and control of Centrelink’s operations, and has
the power to enter into service arrangements with the heads of client agencies. The CEO leads the
Centrelink management team to implement strategy, measure financial and operational performance
and report to the Board of Management.
The Deputy CEO Business has responsibilities for: Participation and Client Partnerships; Families,
Retirement and Payment Support Services; Financial Services; Property and Services; Environmental
Management; Resource Management; Contracts and Procurement; People and Corporate Performance;
and Risk and Business Assurance.
The Deputy CEO Service Management has specific responsibilities for: the Area Network; Centrelink
Call Centers; Business Continuity in Service Delivery; and Service Delivery Integration.
The Deputy CEO Customer Service is responsible for improving the overall quality of customer service.
The Customer Service Domain comprises the following Teams: Service Recovery; Indigenous Services;
Multicultural Services, Business Liaison and Community Sector Relationships; Current Customer
Services and Customer Experience Management.
The Deputy CEO Business Transformation includes the responsibilities of Chief Information Officer, and
is accountable for the effective and efficient delivery of information and technology strategy and
services. The Deputy CEO Business Transformation is also responsible for creating strategies,
processes and solutions that identify cross-organization and whole of government opportunities to
redefine Centrelink’s business model.
GOVERNANCE FRAMEWORK
Established under the CSDA Act, Centrelink is an autonomous statutory authority within the Family and
Community Services portfolio. The Minister for Family and Community Services is accountable for
Centrelink policy to the Parliament and the public. The Minister for Children and Youth Affairs has dayto-day responsibility for Centrelink.
As a core part of the Government’s operations and unlike most statutory authorities, Centrelink is subject
to all the mainstream Australian Public Service legislation such as the Public Service Act 1999 and the
FMA Act.
The Centrelink Board of Management is responsible for ensuring the corporate governance framework is
in place. The Guiding Coalition—a peak management group that includes all Centrelink Senior
Executive Service officers—governs Centrelink internally.
Board of Management
The role of the Board is to:

decide Centrelink’s goals, priorities, policies and strategies

Ensure that Centrelink functions are properly, efficiently and effectively performed.
The Board is fully accountable for these outcomes through the Chairman to the Minister. The Minister
may, by written notice given to the Chairman, give directions to the Board about the performance of
Centrelink’s functions. Generally, the Minister’s directions go to client agencies who exercise contractual
authority over Centrelink’s delivery of their programs.
Ministerial directions
The CSDA Act requires details of ministerial directions to the Board to be published in Centrelink’s
annual report. There were no ministerial directions to the Board during 2003–04.
Board structure and operations
During 2003–04, there were eight Board members:

the Chairman

five non-executive directors who serve part-time

one non-voting member who is also a client department secretary

The CEO (the sole executive board member).
The Board usually meets monthly and works from an agenda set by the Chairman. Board papers are
circulated a week before meetings and records of discussion and attendance are kept.
The Chairman
The Chairman convenes meetings and generally acts on behalf of the Board. The Chairman is the Chief
Executive for the purposes of the FMA Act. Under section 44 of the FMA Act, the Chief Executive has
general responsibility for managing Centrelink’s resources. The Chief Executive receives instructions
from the Minister and prepares and gives the annual report to the Minister each year. The Chief
Executive also provides the Minister with reports on Board meetings, which outline the key issues
discussed and any significant decisions made.
Chief Executive Officer
The CEO leads the Centrelink management team to implement strategy, measure performance and
report to the Board.
Board committees
Board committees assist the Board in ensuring the efficiency and effectiveness of the corporate
governance framework. The Board decides which committees should operate.
There are three committees—the Audit and Risk Committee, the Quality Committee and the I&T
(Information and Technology) Committee.
The Audit and Risk Committee supports the Board in ensuring Centrelink operates with proper financial
management and internal controls and by contributing and reviewing the audit process. The committee
also contributes to and considers the Risk Management Framework.
The Quality Committee promotes and oversees the achievement of quality outcomes in people
development, customer service and overall organisational performance.
The I&T Committee provides advice and direction to the Board on strategic I&T issues, particularly those
likely to affect Centrelink’s ability to deliver government services.
(For more information about Board committees, see pages 32–35.)
All Board members participate in at least one committee. The Chairman may participate as a member of
all the committees. The CEO attends meetings of all committees but cannot be a member of the Audit
and Risk Committee. See Table 3 on page 32 for attendance at committee meetings in 2003–04.
Board Members
John Pascoe AO
CHAIR OF THE BOARD
NON-EXECUTIVE DIRECTOR
Managing Director, Phillips Fox Lawyers
Term as Chairman of Centrelink Board: 29 July 2000 to 28 July 2006 (a)
John Pascoe AO was appointed as Chair (non-executive) of the Centrelink Board of Management from
29 July 2000 to 28 July 2006. He is the Managing Director, Insurance and Risk Management Division,
Phillips Fox Lawyers, and also holds a wide range of board positions in the private, government and
community sectors. Mr Pascoe was awarded as an Officer in the Order of Australia on 26 January 2002.
The award was for service to business and commerce; children’s health (in particular the needs and
rights of patients and their families); the Children’s Hospital at Westmead; and to youth training,
nationally and internationally, through the Duke of Edinburgh’s Award Scheme.
Mr Pascoe is non-executive Chairman at George Weston Foods, and Chairman of Sealcorp Ltd; Deputy
Chair of the Institute of Early Childhood Foundation; Chairman of Aristocrat Leisure Limited; and Deputy
Chancellor of the University of New South Wales. He is also a Member of the Board of Trustees of the
Duke of Edinburgh’s International Foundation (United Kingdom).
Mr Pascoe previously held positions as Deputy Chairman and CEO of George Weston Foods, and as a
partner in the law firm Stephen Jaques and Stephen. His previous board positions include Chairman of
Objective Corporation Ltd and CommSecure Ltd; director of the Aged Care Standards and Accreditation
Agency Ltd, Qantas Airways Ltd and Cambooya Investments Ltd. Mr Pascoe was a member of the
Board of the Royal Alexandra Hospital for Children and was a member of the Advisory Council of the
Australian Graduate School of Management. He was also President of the Corporation and Securities
Panel and was a part-time board member of Tourism New South Wales.
(a) John Pascoe resigned as Chairman of the Centrelink Board effective from 14 July 2004 to take up
the position of Chief Federal Magistrate.
Executive member
Sue Vardon AO
EXECUTIVE MEMBER
CEO, Centrelink
Appointed to Centrelink Board: September 1997
Sue Vardon AO has served as CEO of Centrelink since 1997. She is also an Adjunct Professor at the
Institute of Governance, University of Canberra; National President of the Institute of Public
Administration Australia; and a member of the Administrative Review Council.
Ms Vardon previously held positions in the South Australia Government as Chief Executive, Department
of Correctional Services; Commissioner for Public Employment; CEO, Office of Public Sector Reform;
and CEO, Department of Family and Community Services.
Non-executive directors
Don Fraser
CHAIR, QUALITY COMMITTEE
Consultant/corporate adviser
Term as Centrelink Board member: 29 July 2003 to 28 July 2006
Don Fraser works as an independent management consultant and corporate adviser to manufacturing,
wholesale and retail companies in the food industry. He brings a focus on customer service from the
private sector to Centrelink.
Mr Fraser is Chairman of Didasko Ltd; Chairman of the RIRDC Organic Produce Research and
Development Committee; member of the South Australian Premier’s Food Council; and an adviser to
senior management of several private companies.
Mr Fraser held a range of senior retail executive positions in the United States, the United Kingdom,
Europe, Asia and Australia—for example, as Regional Director Australia and New Zealand with Dairy
Farm International; Joint Managing Director of Simago Supermarkets, Spain; Fresh Foods Development
Director of Dairy Farm International; Regional Director of Woolworths Australia; founding Executive
Director of Australian Safeway stores; and Regional Manager of Safeway stores in the United Kingdom.
Mr Fraser holds an MBA from Stanford University and is a graduate of the University of Queensland.
Elizabeth Montano
CHAIR, AUDIT AND RISK COMMITTEE
Lawyer and consultant
Term as Centrelink Board member: 29 July 2002 to 28 July 2005
Elizabeth Montano is currently a non-executive member of the Executive Management Board of the
Australian Federal Police. Previously, she held a number of senior positions in private legal practice and
government as the Director (Chief Executive) of the Australian Transaction Reports and Analysis Centre
(AUSTRAC); adviser to the Australian Institute of Criminology and to the Asian Development Bank;
senior banking and finance solicitor and consultant with Mallesons Stephen Jaques; and Director of
Corporate Regulation at the Australian Securities Commission (predecessor to the Australian Securities
and Investments Commission).
Christina Gillies
CHAIR I&T COMMITTEE
Consultant
Term as Centrelink Board member: 20 July 1997 to 28 July 2005
Christina Gillies currently holds board director positions at Australian Home Care Services; Emergency
Communications Victoria; Multiple Sclerosis Societies of Australia and Victoria; CommSecure; Oakton;
Sealcorp; and United Customer Management Solutions.
Ms Gillies previously held management positions as Program Director, Claims Management Reform,
Victorian Work cover Authority (consultancy); Group Executive, Group Services, St George Bank Ltd;
Chief Information Officer, Bank of Melbourne; General Manager, Information Technology, Coles Myer
Ltd; General Manager, Melbourne Information Technology Services Proprietary Ltd; and Vice President,
DMR Group.
Susan Rapley
NON-EXECUTIVE DIRECTOR
Businesswoman
Term as Centrelink Board member: 29 July 2002 to 28 July 2005
Susan Rapley holds several board director positions on private boards, including three as Chairman.
Currently she is CEO of Laincot Fabrics Pty Ltd. As well, she has extensive interests in the construction
and rural industries in Tasmania.
Ms Rapley held previous management positions including CEO of Harrington Homes Group Pty Ltd and
Australian Exports Pty Ltd (United States).
David R. Deans
NON-EXECUTIVE DIRECTOR
Non-government organisation Chief Executive
Term as Centrelink Board member: 31 March 2004 to 30 March 2007
David Deans has been Chief Executive of National Seniors Association—the largest organisation
representing older Australians—since 1991. In that period membership has increased from 36 000 to
over 290 000.
Born and educated in Western Australia, David was heading a national construction company in
Queensland at the age of 30. David remained in the building industry for over 20 years, practising as an
arbitrator for much of the 1980s. From 1975 until 1991 he was a member of the Federal Government
Indicative Planning Council for the Housing Industry.
In January 2000, David received the Centenary Medal for service to the aged–50 community.
In 1975, David was appointed a director of Later Years, which was the forerunner of National Seniors
Association. He remained a director for nine years.
At National Seniors’ helm for 13 years, David fully understands the issues facing seniors.
He actively participates in many government, non-government and business sector committees focusing
on areas such as age discrimination, unemployment, crimes against older people, banking services,
retirement income, housing, health, aged care, and dementia.
David is also Chief Executive-elect of the organization that will be formed from the merger of National
Seniors and the Councils on the Ageing.
Non-voting director
Mr. Mark Sullivan
NON-VOTING DIRECTOR
Secretary, FaCS
Appointed as Centrelink Board member: 18 June 2002
Mark Sullivan was appointed Secretary of the Department of Family and Community Services on 18
January 2002 and was appointed to the Board in that capacity. Mark was well known to many as the
CEO of the Aboriginal and Torres Strait Islander Commission, a position he held for nearly three years
from May 1999. Before heading up the commission, Mark was a deputy secretary at the Department of
Immigration and Multicultural Affairs. He has extensive senior managerial experience in the private and
public sectors, including with WANG Australia, SBS, the Department of Social Security and the
Australian Taxation Office. Mark is a Fellow of the Society of Certified Practicing Accountants and
obtained a Bachelor of Economics from Sydney University in 1971.
Governance changes
In 2003–04:
John Pascoe was reappointed to the Board for three years, commencing 29 July 2003
Don Fraser was reappointed to the Board for three years commencing 29 July 2003.
Board of Management committees
TABLE 3: MEMBERS’ ATTENDANCE AT BOARD AND COMMITTEE MEETINGS 2003–04
Board member
Board
Audit and Risk
Quality Committee
(10 meetings)
I&T Committee
(10 meetings)
Committee
5/5
-
-
-
-
9/10
(10 meetings)
(5 meetings)
John Pascoe
10/10
(Board
Chairman)
Christina Gillies
9/10
(Committee
Chair)
Don Fraser
10/10
-
10/10
-
(Committee
Chair)
Elizabeth Montano
10/10
5/5
-
9/10
8/10
8/10
(Committee
Chair)
Susan Rapley
10/10
-
David de
4/5
-
5/5
-
Sue Vardon(b)
10/10
5/5
7/10
5/10
Mark Sullivan
9/10
4/5
David Deans(c)
3/3
-
Carvalho(a)
6/10
2/2
a) David de Carvalho resigned as at 5 January 2004
b) As CEO, Sue Vardon attends all committee meetings, but is not a formal member of the Audit
and Risk Committee
c) David Deans was appointed on 31 March 2004.
Quality Committee charter
The Quality Committee advises the Board on a number of key aspects of Centrelink’s operations
including people management; communication, media and marketing; strategic thinking; customer
service; and performance and business assurance.
Roles and responsibilities
The Quality Committee:



establishes a framework that supports the achievement of quality outcomes
ensures that there are appropriate ways of measuring quality outcomes
Reports to the Board on the achievement of quality outcomes.
Membership



Don Fraser (committee Chair)
Susan Rapley (non-executive director)
David Deans (non-executive director)
Advisers to the committee
The Deputy CEOs Business, Customer Service, and Service Management are advisers to the
committee and attend meetings. Centrelink staff whose work is relevant to the committee attend
meetings as well.
Meeting schedule
The committee meets each month except in January. The committee Chair reports to the full Board on
the committee’s work.
Information and Technology Committee charter
The Board of Management established the I&T Committee to provide assurance on the operation and
direction of I&T in Centrelink. Information and Technology in Centrelink for the purpose of this committee
is defined as ‘the Centrelink computing environment that develops and delivers all business processing
systems on behalf of customers and clients’.
Role and objectives
The role of the I&T Committee is to oversight Centrelink’s I&T planning and operations on behalf of the
Board to ensure that:
the frameworks and processes are in place for the efficient and effective management of the I&T
investment and the continuing alignment with business strategies and plans
there are appropriate ways of measuring performance, risk and productivity
there is a sound base behind recommendations to the Board on overall architectural direction, I&T
investment and risk management.
To meet the above objectives, the committee focuses on several key aspects of Centrelink’s I&T
planning and operations, including:

the business/I&T strategic planning and business alignment processes—particularly to ensure that
the business leverages future technology trends and opportunities

the 1–3–5 year migration plan with a focus on risk, investment and Benefit

the capability of the current environment to support current and future business requirements

internal I&T governance arrangements

I&T management capability and sourcing arrangements.
On behalf of the Board, the committee maintains a continuing review and overseeing role across the
following key areas:

service performance

risk management

delivery against the business I&T strategic plan.
Membership

Christine Gillies (committee Chair)

Sue Vardon (executive member)

Elizabeth Montano (non-executive director)

Susan Rapley (non-executive director)

Mark Sullivan (non-voting director)
Advisers to the committee
The Deputy CEO Business Transformation and Chief Information Officer attend meetings of the
committee as an adviser.
Meeting schedule
The committee meets 11 times each year, aligned with business planning and the Federal Budget
processes.
Audit and Risk Committee charter
The Audit and Risk Committee advises the Board on the annual financial statements and compliance
with statutory and legislative requirements including requirements of Chief Executives under the FMA
Act and Finance Minister’s Orders.
Role and responsibilities
The Audit and Risk Committee supports the Board in ensuring Centrelink operates with appropriate
financial management and internal controls by contributing to and reviewing the audit process. The Audit
and Risk Committee has three key areas of responsibility.
It advises the Board on:



annual financial statements
compliance with statutory and legislative requirements
business assurance requirements of client agencies.
It monitors risk exposures to Centrelink by commissioning and approving:



the Risk Management Framework and implementation
fraud control and security reports
other risk management strategies and reports.
It oversees the audit function by:








approving the internal audit work program
reviewing the effectiveness of its conduct and the major findings
reviewing the major findings of the external auditor
reviewing reports on any management’s actions to respond to these findings and those from other
relevant audits
monitoring internal audit liaison with the external auditor, audit committees and bodies of client
agencies
receiving reports on disagreement between management and internal audit
ensuring that timely action is taken to resolve any outstanding issues
monitoring the processes and systems for the design of audit programs.
Members



Elizabeth Montano (committee Chair)
John Pascoe (Chairman of the Board)
Mark Sullivan (non-voting director).
Advisers
The Chief Auditor reports to the Audit and Risk Committee on progress against the work program and
audit-related issues. The Audit and Risk Committee is supported by an independent adviser, Professor
Dennis Turner, from the Australian Graduate School of Management. ANAO representatives are also
invited to meetings to provide the Audit and Risk committee with information and advice on external
audit matters.
Meeting schedule
Meetings are held quarterly or more frequently if required. The committee Chairman reports to the full
Board on the work of the committee.
Audit activities
Audit activities are a key responsibility of the Board. The Board’s Audit and Risk Committee approves an
annual program of internal audits covering all aspects of Centrelink activities. These aim to identify
significant management issues and improve Centrelink’s business. Centrelink is subject to external audit
scrutiny by the Auditor- General for Australia.
Internal audit activity
The Chief Auditor and Centrelink Audit staff, supported by contracted professional resources,
undertakes the audits on the annual program to assist the Board and management discharge their
governance responsibilities, particularly in relation to the efficient and effective management of business
risk and resources.
Seventy-six internal audits were completed in 2003–04, covering financial management and
accountability; corporate governance; I&T environment and applications; I&T strategic management;
business outcomes; Customer Service Centers; and systems under development.
Centrelink Audit monitors progress in resolving internal and external audit recommendations. A progress
report is considered at each of the Audit and Risk Committee meetings, with the Chief Auditor’s
assessment highlighting instances where it was considered management has not satisfactorily resolved
or progressed an issue. When necessary the Audit and Risk Committee invites relevant General
Managers and National Managers to attend committee meetings.
Centrelink Audit continues to support staff development and learning. As part of an ongoing program to
continually upgrade the skills of our auditors and to help meet the challenges of auditing in such a
complex organization, several are currently studying for post graduate certificates in performance
auditing at the University of Canberra.
Australian National Audit Office activity
Centrelink was involved in the following audits that were issued by the Australian National Audit Office
(ANAO) during 2003–04.
Administration of three key components of the Agriculture–Advancing Australia package
Report No. 1, tabled 31 July 2003
The audit objective was to assess the adequacy of the Australian Government’s administration of three
key components of the Agriculture–Advancing Australia package—the FarmBis II program, the Farm
Help program and the Farm Management Deposits scheme. Centrelink was responsible for delivering
the program on behalf of the Department of Agriculture, Fisheries and Forestry Australia.
Broadly, the audit examined the areas of strategic management, managing compliance, program
promotion, performance monitoring and evaluation, and performance results.
The ANAO made nine recommendations aimed at strengthening the overall administration of the
Agriculture–Advancing Australia package in the areas of strategic management, compliance, and
performance management. Only one of the recommendations related to Centrelink, and action is under
way to address this recommendation.
Business continuity management and emergency management in Centrelink
Report No. 9, tabled 23 October 2003
This audit assessed whether Centrelink has effective business continuity management and/or
associated risk management procedures and plans in place that minimise the likelihood of a significant
business outage; and in the event of such an outage, minimise disruption of critical services to
customers. The audit also assessed whether Centrelink services satisfy special community demands
during emergencies.
The ANAO made 11 recommendations to further improve Centrelink’s business continuity management
and emergency management capacity. Centrelink agreed to all of the recommendations and is currently
addressing them.
Compensation payment and debt relief in special circumstances
Report No. 35, tabled 24 March 2004
The audit examined a number of the discretionary compensation and debt relief mechanisms that are
available to Australian Government agencies, where individuals or entities have been disadvantaged by
legislation, or actions by agencies or staff, or some other negative circumstances. It deals mainly with
two legislative mechanisms, namely, act of grace payments and waivers of debt, and one administrative
mechanism, the Compensation for Detriment caused by Defective Administration scheme.
The main objective of the audit was to assess whether the management of claims for compensation and
debt relief in special circumstances was in accordance with relevant legislative requirements and
Australian Government guidelines, and whether the current administrative policies and procedures were
adequate.
The ANAO made 11 recommendations, seven of which were directed at agencies (such as Centrelink)
that receive claims for compensation and debt relief. Centrelink agreed to these recommendations and
has started to address them.
Guiding Coalition
The Guiding Coalition is led by an Executive consisting of the CEO; the Deputy CEO Business; the
Deputy CEO Service Management; the Deputy CEO Customer Service; and the Deputy CEO Business
Transformation and Chief Information Officer.
The role of the Guiding Coalition is to:
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guide the organisation
set direction and lead change
establish a culture for the future
be an educative forum
Communicate decisions.
National Indigenous Coalition
Operating for the past three years, the National Indigenous Coalition is the key advisory group for
Centrelink operations that relate to Indigenous issues. It is the internal governance mechanism
responsible for identifying Indigenous servicing issues and developing strategies and initiatives to
enhance service delivery.
Representation includes the National Manager and members of the Indigenous Services Team;
Indigenous Service Unit Managers and Area Business Managers with Indigenous responsibilities; the
Indigenous Communications Manager; and the Indigenous Call Centre Manager. The National
Indigenous Coalition meets three to four times a year to discuss strategic issues of importance to
Indigenous Australians and to provide input to Centrelink’s management and business directions.
Centrelink Project Management
Centrelink has continued to improve its project management capability through better alignment of
projects to its strategic goals and a clearer understanding of the impacts and interdependencies
between projects. Contribution to this capability improvement has continued to come from Centrelink’s
education and accreditation of Project Management at the Diploma level (which is linked to the Level V
Certification by the Australian Institute of Project Management); enhanced corporate management of
project information; improved monitoring and reporting of projects; and from Centrelink’s Project
Management Framework (CPMF).
The CPMF is modelled specifically to meet the needs of the organisation and provides governance that
reflects Centrelink’s commitment to improve its operational efficiency.
The framework includes:
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Centrelink’s Project Management Policy, setting out roles and responsibilities of Business Owners,
Project Managers, Service Providers and Steering Committees
a high level project life cycle with supporting workflows, processes and templates, along with a single
contact point for assistance in relation to methodology and procedures, reporting, brokering referral
and escalation of issues
linkages to specialist support groups in Centrelink that provide a wide range of services that assist in
the incorporation of more reliable and accountable planning of projects
Streamlined electronic reporting of project progress.
Work has continued on a Program Management approach for projects and this has mainly involved
planning for a greater level of Program Management in 2004–05. Centrelink has also made significant
advances in implementing a corporate project management toolset to allow better project management
that identified links and dependencies between projects.
Evaluating our business
Evaluation is a fundamental component of Centrelink’s quality improvement processes that identifies
strengths, weaknesses and opportunities for improvement within the organisation. As well as a threeyear rolling program commissioned by the Executive and conducted through the Risk and Business
Assurance Team, individual managers may commission evaluations.
The Centrelink Evaluation Handbook was updated and issued in January 2004. It received high praise
within Centrelink, from other Australian Government agencies, and from Canberra Evaluation Forum
participants. It provides guidance on and sets the standards for evaluations undertaken within
Centrelink. The handbook assists in building a strong evaluative culture within Centrelink and is
designed to improve the quality and cost effectiveness of Centrelink evaluations by:
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providing a clear consistent framework, focused on business and service objectives
ensuring Centrelink evaluations are adapted to context and local circumstances
providing pointers to methods, resources and other sources of assistance
encouraging use of all sources of performance information in evaluations
encouraging learning from other evaluations
ensuring that evaluation findings are used to improve processes, and inform decision making and
strategic planning.
Significant activities during the year included evaluations of:
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the Tiered Proof of Identity Model—that was found to provide a good balance between the need to
be seen as tough to deter fraud and the requirement to pay customers their entitlements under the
legislation
centrelink’s response to homelessness—that found that Centrelink is doing much good work with
homeless customers, however, there was scope to improve the operational guidelines to assist staff
with their responses to customers
service Profiling—that found that the service updates conducted under Service Profiling appeared to
produce better longer-term outcomes than the program reviews they replaced.
Risk management
Centrelink continues to apply risk management principles to improve the way it controls and manages its
business. Risk management in Centrelink is driven by the Board’s Risk Management Policy and
associated framework and operational guides.
Comcover provides an independent assessment of our application of risk management. Analysis for
2004 was conducted in May. Centrelink improved its rating to 4 star—Advanced Implementation level
from its previous rating of 3 stars. Improvements that were recognised since 2003 were across the
following Key Performance Indicators: Risk Management Framework, Non-Insurance Risk Transfer,
Insurance Risk Transfer, Business Continuity Planning, and Measuring Performance. These results
reflect the efforts made across the financial year to build and consolidate on the foundations previously
developed.
Integrated risk management
In 2003–04, Centrelink continued to extend the systematic assessment and management of risk as part
of standard business planning and management processes. The fundamental lines of accountability are
from individual managers to members of the Executive, either through Business Improvement Plans (the
operational components of the Business Plan), or project management plans for specific initiatives.
Strategic and operational risk management
Future Directions 2003–2006 includes eight risks that could impact on achieving Centrelink’s five goals.
Centrelink’s Business Plan 2003–2004 details operational initiatives that were specifically framed to
manage those risks. Each initiative is assigned to a team(s) that is then responsible for its delivery. In
this way our goals become operational. Therefore, the new Business Plan is, in effect, our Risk
Management Plan and is the vertical link between strategic goals and operational action.
Risk Management Framework
The Risk Management Framework provides an integrated approach to managing risks within different
parts of our business. A horizontal link divides risks to our business at the operational level into four
broad groups:
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New Business
Project Management
Business Operations
Program Integrity.
Risk Management Toolkit
The Risk Management Toolkit has been well received and continues to be used as a resource to the
network since it was released on our Centre Net intranet site. It provides all Centrelink staff with useful,
timely and relevant information about risk management.
Risk assessment workshops
Twenty-eight risk assessment workshops were held assisting teams to analyse key areas of risk and
develop appropriate treatment plans. Workshops continue to be improved including the use of simplified
risk templates and streamlined risk data reports. Risk assessment criteria have also been introduced. A
number of workshops included client agencies.
New Business—Business Cases
A total of 151 Business Cases were assessed during the financial year to ensure that there was
appropriate regard to risk management. Content of these plans shows that staff across Centrelink are
gaining increased awareness and understanding of risk management principles.
Business assurance
The Business Assurance Framework provides comprehensive performance assurance to Centrelink’s
key stakeholders, including Government, client agencies, the Board and customers.
Random sample surveys form part of Stage One of the Business Assurance Framework, assuring the
correctness and accuracy of social security outlays.
Implementation of the other stages of the Business Assurance Framework will:
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negotiate suitable and meaningful assurance measures, including reciprocal measures with external
parties for other non-payment services
ensure quality measures and assurance processes for the customer experience
ensure results are valid, reliable and independent.
The Business Assurance Framework will be negotiated with all Centrelink client agencies.
Social justice and equity
Centrelink is a service provider to 6.5 million customers, including retired people, families, sole parents,
people looking for work, people with a short-term incapacity, people with disabilities, students, young
people, Indigenous people and people from diverse cultural and linguistic backgrounds.
Centrelink recognises the importance of ensuring that customers have equitable access to the full range
of client agency products and services, and that people are not disadvantaged by service delivery
arrangements. Translated into a variety of languages, the Centrelink Customer Charter is Centrelink’s
primary service offer to all its customers. The Charter sets out the type of service customers can expect,
their basic rights and responsibilities, and how they can give Centrelink feedback. At the same time,
Centrelink is committed to developing a workplace culture that supports the principles of workplace
diversity and it has received external acclaim for its activities.
A comprehensive communication strategy for customers who do not have English as their first language
is in place within Centrelink. This includes printed and online information products, radio programs and
free interpreter and translation services.
Centrelink provides a wide range of specialist services to customers with special needs and undertakes
comprehensive consultations both with customers and peak community bodies who represent
customers.
Within the framework of the Charter of Public Service in a Culturally Diverse Society, Centrelink submits
an Access and Equity report to the Department of Immigration, Multicultural and Indigenous Affairs
(DIMIA) in September each year. This report outlines specific initiatives and strategies undertaken by
Centrelink to ensure that service delivery standards are maintained and that customers receive fair and
equitable treatment.
For more information about social justice and equity see Chapters 3 to 7.
OUR ACCOUNTABILITY
CHAPTER THREE
OUR ACCOUNTABILITY
GOAL
To contribute to achieving Government policy objectives through consistent high quality services and
being responsive to the needs of client agencies and Government.
TOP-LEVEL RESULT
Achievement of client agency Key Performance Indicators (KPIs).
HIGHLIGHTS FOR 2003–04
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met 95 per cent of agreed client agency Key Performance Indicators (see page 66)
developed Alliance 2004 with the Department of Family and Community Services(see page 66)
successfully implemented the role of Senior Practitioner to support business assurance in Centrelink
(see page 47)
Successfully implemented Phase 2 of the Australians Working Together initiative (see page 62).
DESCRIPTION
In 2003–04, Centrelink administered approximately $60.1 billion in payments, or around one-third of
Australian Government outlays. Australians must have confidence in their social security system, and
Centrelink’s accountability for this outlay is a key component of our performance as an organisation.
Through high quality service delivery, Centrelink’s goal is to contribute to government policy objectives
through the responsible management of client agency policies and programs. The top-level Key
Performance Indicator for this goal is the achievement of Key Performance Indicators set by our client
agencies.
Increasingly, the objectives of income support payments are being broadened beyond short-term
economic assistance. A greater proportion of our work will be about supporting and encouraging social
and economic participation. This means Centrelink needs to ensure its efforts are focused on achieving
policy outcomes such as increasing self-reliance in addition to managing outlays.
Other measures of Centrelink’s accountability include ensuring correct payments; actively contributing to
the social and economic outcomes of government policy; and demonstrating value for money as a
competitive supplier of services to the Australian community.
Customers have identified staff knowledge, better on-paper communication, better management of
mistakes and staff working with customers and the community to achieve positive outcomes as key
areas they want Centrelink to focus on for service improvement. The strategies in this chapter help
address these customer expectations and provide Centrelink with a greater capacity to achieve
government objectives.
KEY STRATEGIES
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protect the integrity of outlays (page 46)
support economic and social participation (page 62)
meet client agency KPIs by implementing better practice (page 66)
provide transparent pricing options by channel and product (page 77)
Support the policy development process (page 77).
PROTECT THE INTEGRITY OF OUTLAYS
Accuracy of payments
Business Assurance Framework
An increased focus on business assurance was identified as a priority in the Family and Community
Services (FaCS) Portfolio Budget Statements 2002–03. The first priority was the integrity of social
security program outlays, and a new Business Assurance Framework for this was introduced from 1 July
2002.
Centrelink has extended the principles of improved business assurance, including the key concept of
mutual assurance, to all areas of our business. Development work on this continued during the year.
As one of the six projects identified under the Alliance 2004 ‘banner’, a Business Assurance Framework
is being developed for services Centrelink delivers for FaCS non-income support programs.
A Business Assurance Framework was identified as a key component of the Department of Employment
and Workplace Relations Business Partnership Agreement 2003–2006.Effective from July 2004, the
framework helps to manage risks and give assurance on meeting the provisions of the arrangement and
government policy.
A Business Assurance Framework will also be included as part of the Business Partnership Agreement
being developed with the Department of Education, Science and Training (DEST). The Department of
Agriculture, Fisheries and Forestry has also indicated the need to develop a Business Assurance
Framework with Centrelink for the payments Centrelink makes on their behalf.
During 2004–05, work will also continue on assuring customer service, internal capability, and
relationships with the private and community sectors, with particular attention to appropriate business
assurance for the Refresh Budget initiative.
Ongoing assurance
Centrelink uses the random sample survey results to assure the correctness and accuracy of FaCS
social security program outlays. Random sample surveys are the primary quality assurance tool for the
Business Assurance Framework Stage 1—Integrity of Outlays. The random surveys are an analysis at a
point in time, measuring payment correctness and accuracy.
Payment correctness measures errors within Centrelink’s control that impact on outlays. Payment
accuracy measures errors that impact on outlays that are the shared responsibility of FaCS, Centrelink
and the customer.
Every quarter, Centrelink randomly selects a valid sample of customers from each of the major
payments and checks their details and payment records. FaCS independently validates the results of
this examination. The vast majority of inaccuracy detected during 2003–04 was the result of customers
not declaring changes in their circumstances or failing to report income.
The rolling results of the random surveys are reported in the Balanced Scorecard. The target for
correctness is 95 per cent. Since the sampling process began in July 2002, Centrelink’s payment
correctness figures have exceeded 95 per cent every quarter.
Getting It Right
Centrelink’s commitment to the Getting it Right strategy continued throughout 2003–04.
The strategy aims to ensure we pay the right person, under the right program, at the right rate, from the
right date. Getting it Right also aims to reduce preventable work and rework.
During the year, products and tools were developed and improved to provide more support for staff to
assist them in making correct decisions. A driver for the work undertaken in
2003–04 was an action plan that strengthened Centrelink’s commitment to getting it Right in four key
areas:
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policy and product improvement with the introduction of the Senior Practitioner role
management support and accountability with the enhancement of Quality Online
staff support through implementation of the Learning Needs Analysis
System improvement.
Implementation of Senior Practitioners
The Centrelink Development Agreement 2003–2005 introduces the new position of Senior Practitioner to
the organisation. Senior Practitioners will work closely with Customer Service Team Leaders (CSTLs) to
support Customer Service Officers (CSOs) in meeting the quality agenda and Getting it Right.
A Senior Practitioner’s primary role is to ensure that staffs are able to provide a high standard of service
offer.
The Senior Practitioners will contribute to Centrelink’s overall capability by assuring the quality of
decision making and transaction processing, by managing the maintenance and development of quality
outputs from CSOs. A key feature will be the monitoring of CSOs’ application of their knowledge, and
managing the introduction of change. The Senior Practitioner will work closely with both CSOs and
CSTLs on improved methods to assure the quality of work, and to ensure CSOs possess the appropriate
skills and receive the necessary training to do their jobs.
In essence, the Senior Practitioner is a technical expert who supports CSTLs to ensure that CSOs are
able to:
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make and maintain complete service offers
achieve business and customer outcomes, including self-support and participation
make correct and timely decisions.
Expansion of service profiling
Service profiling is a method of selectively targeting Centrelink services and assistance to our
customers. Profiling is supported by an information and technology (I&T) tool that checks a customer’s
record for the predictors or characteristics which are relevant to the service being provided. It then
determines the most appropriate pattern of actions, recognising that not all customers require the same
level of service.
During the year, service profiling was expanded to encompass customers being paid Austudy (from 1
April 2004) and Disability Support Pension (DSP) (from September 2003). Profiles, predictors and
service components have now been identified across these customer groups. Reference material and
training were provided to the network to support the implementation of the expanded I&T capability.
The review system for Disability Support Pension has been replaced by targeted Service Updates. A
‘service update’ refers to the actions taken by staff in response to the selection of a customer by the
profiling tool. These actions range from checking the consistency and completeness of various items on
the customer’s record to sending a review form by mail, or arranging a face-to-face interview.
Payment correctness (income and assets) and incorrect payment (non-declaration of earnings) service
updates were introduced in September 2003 with a combination of mail and face-to-face contact with
customers. Face-to face contact provided a new, improved contact mechanism for communicating with
customers.
Two more service updates (medical/work capacity qualification and earnings under declaration) were
introduced in December 2003. These initiatives built on the early intervention and better assessment
measures that were introduced in the Australians
Working together package of September 2002.
The annual number of DSP service updates (excluding Working Credit) will be 150 000 (22 per cent of
the target population), an increase of 61 000 under the previous review regime. The Austudy initiative
will result in service updates for approximately 5000 customers who have not previously had any
reviews.
Debt management
Debt Servicing Strategy
Debt management is an integral part of Centrelink’s core business. Preventing, minimising and servicing
customer debts accurately and in a timely manner, while being sensitive to the customer’s
circumstances, is central to achieving Centrelink’s client department customer service and efficiency
goals.
The Debt Servicing Strategy provides direction and continuous improvement strategies for all customerrelated debt issues. Centrelink places a strong emphasis on a wide range of debt prevention measures
in its dealings with customers. Work has continued over the past year on improvements to debt raising,
and analysis tools.
Debt Services Team
In cooperation with the Centrelink network, the Debt Services Team seeks to prevent and/or minimise
Centrelink customer payment debts. At the same time the team supports efficient and effective debt
raising and recovery practices consistent with the Government’s aim to achieve a range of social policy
objectives. This is to ensure that Centrelink meets its debt raising and recovery Key Performance
Indicators and core business obligations.
Debt Prevention and Monitoring Officers
Debt Prevention and Monitoring Officers (DPMOs) have a vital role both within Centrelink and the wider
community in working to prevent or minimise customer debts. In consultation with the Debt Services
Team, the DPMOs’ work to prevent debt is critical to meeting Centrelink’s core business obligations.
Among their range of duties, DPMOs:
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identify and initiate work practices aimed specifically at preventing or minimising debts
seek to continually improve customer awareness of their notification obligations
coordinate information and outreach programs within the community with employers and within
Centrelink by publicising and marketing the benefits of debt prevention
implement, or support implementation of, targeted national debt prevention projects aimed at the
major causes of preventable debt
monitor and report on local debt management performance such as debt raising and waiver activity
to ensure adherence to national guidelines
ensure all debt support tools and guidelines are available and used effectively.
BUILDING STRONG LINKS TO REDUCE STUDENT DEBT—VICTORIA
Over the past 12 months, DPMOs in Area North Central Victoria have been developing strategies for
reducing student debt. The introduction of the ‘Gateway’ to Centrelink for secondary schools involves
DPMOs building relationships with secondary schools and delivering presentations to secondary and
tertiary students.
A series of presentations have been developed to help students understand some of the complexities of
Youth Allowance. The presentation is an interactive exercise in ‘brainstorming’ students’ questions and
concerns about Youth Allowance.
To avoid unnecessary student debts, Centrelink is also investigating another strategy in partnership with
secondary and tertiary institutions and with the state/territory education authorities. This involves
reporting directly to Centrelink when students complete or abandon their studies.
DPMOs will continue to build strong links with secondary schools, TAFEs and universities by providing
outreach and on-campus assistance to educate students about Youth Allowance requirements.
Debt base analysis
A comprehensive analysis of the debt base and relationships between debts and customer
characteristics, business processes and demographics was completed in 2003-04. The aims of this
analysis were to observe/measure the impacts of customer characteristics on the debt base and through
this lead the development and implementation of targeted debt prevention strategies and initiatives.
The analysis will contribute to a forecasting model to predict impacts on the debt base of proposed
changes to legislation, policy and business processes.
Based on the detailed analysis, Centrelink has started to develop program specific debt prevention
strategies. The first group of strategies targets are Age Pension, Disability Support Pension, Sickness
Allowance and Indigenous customers.
The analysis found that the current debts KPIs are not appropriate measures of performance. For
example, the debt raising KPI only looks at activities completed and does not account for outstanding,
undetermined activities. In addition, performance against the recovery KPI has been trending down
since 2000 even though recoveries have actually increased over that period.
New debt raising and recovery KPIs that focus on management of debt raising processes have been
developed and will replace the current KPIs from July 2004.
Debt prevention projects
With development and implementation of targeted debt prevention strategies, the Debt Services Team
asked Centrelink’s Youth link leadership group to help develop the protocols and arrangements for the
National Debt Prevention Projects Database operations.
In summary, the project protocols and arrangements set a consistent methodology of debt prevention
project management, including clear validation and recommendation processes for debt management at
the local, area and national levels.
The database will contain plans, reports and recommendations arising from debt prevention projects
undertaken by the DPMO network. It will also list other project-related work such as the analysis of debt
situations across customer groups, pilots or trial prevention work. All DPMO network members will have
access to the database, which will help to provide important information and intelligence needed for
effective planning and to conduct future debt prevention initiatives.
The project arrangements and protocols are designed to ensure that any recommendations fl owing from
the project outcomes will be based on statistically valid results, thus providing Centrelink with strong
assurances that any recommendations adopted will provide the anticipated results.
Debt Raising
Over the past year, Centrelink introduced specialist debt teams responsible for processing noncompliance debt activities. The focus is on improving the timeliness and accuracy of debt raising
processes.
In 2003–04 Centrelink exceeded its target of raising new debts within 56 days, with a result of 91 per
cent against the target of 80 per cent. Table 4 summarises debts raised during 2003–04.
TABLE 4: DEBTS RAISED DURING 2003–04
Type of debts
Number of debts
Amount raised($m)
1 559 577
939.31
1 538 486
922.18
DEST debts
18 550
14.85
Other government agencies
2 541
2.28
See Table 5 below
See Table 5 below
Total debts raised, excluding
Family
Tax Benefit and Child Care
Benefit
reconciliation and non-lodger
debts
FaCS debts, including
compensation
and FAO Qualification Debts
Family Tax Benefit and Child
Care
Benefit reconciliation and nonlodger
Debts
Table 5 shows the number and value of top-ups and overpayments arising from the reconciliation
process for 2002–03 as at 25 June 2004. The number and value of non-lodger debts outstanding as at
25 June 2004 for 2001–02 is also shown.
TABLE 5: 2002–03 FAO INCOME RECONCILIATION RESULTS AND 2001–02 NON-LODGER
OVERPAYMENTS
Type of debt
Number of debts
Debt amount $m
Top-ups
552 912
500.2
Overpayments
560 633
482.6
Top-ups
193 233
43.2
Overpayments
156 191
47.7
39 189
192.6
2002–03 FAO income
reconciliation results
Family Tax Benefit(s)
Child Care Benefit
2001–02 Outstanding Nonlodgers
Overpayments
Debt recovery
In 2003–04, Centrelink recovered $1269.25 million in customer debts.
Centrelink offers customers a range of payment options to repay their debts. Customers can pay their
debts at any Australia Post outlet, by telephone, mail, over the Internet, or by direct debit. Cash, cheque,
money order, and credit and debit card payments are all accepted. When a customer is unable to pay a
debt in full, Centrelink attempts to negotiate a repayment arrangement that will recover the debt as
quickly as possible without placing the customer in financial hardship.
In 2003–04 Centrelink undertook a major review of its debt recovery arrangements.
The review found some variation in performance across the network and unnecessarily complex
procedures and processes for handling some debts. The review made a number of recommendations for
improvement, including consolidating debt recovery into a small number of specialised sites and
streamlined processes for handling some debts. These recommendations will be implemented in 2004–
05.
Links with educational institutions
During 2003–04, the Business Transformation project established ‘proof of concept’ trials. To commence
in June 2004, these will link Centrelink to educational institutions to evaluate automatic transfer of
student data from universities and TAFEs.
Proposed outcomes from the trials are:
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significantly reduced student debt levels
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A new claim process initiated by a third party, placing the organisation in a better position to target its
resources at student peak processing periods.
The proposed trial stages are:
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Stage 1 June 2004—academic Proof of Concept trial with Curtin University and University of
Queensland, enabling Centrelink to receive information when an academic change occurs
Stage 2 September 2004—enhancements to stage one, academic Proof of Concept trial with the
TAFE sector
Stage 3 December 2004—Proof of Concept trial on third party-triggered new claims for students
Stage 4 January 2005—trial evaluations
Stage 5 March 2005—enhancements to the electronic transfer of new claim data trial functionality.
Once the trials and evaluations are completed, the Business Transformation project will involve looking
at the development of a national strategy for the implementation of full functionality.
WORKING WITH TAFE TO DEFINE ‘FULL-TIME’ STUDENTS—QUEENSLAND
To help minimise and prevent student debt, Area Brisbane has signed a Memorandum of Understanding
with Queensland TAFE, which includes an agreed definition of a ‘full-time’ student.
The TAFE enrolment project grew out of concerns from both TAFE and Centrelink about the very large
numbers of TAFE students with a debt who were not deemed as full-time students by Centrelink.
Because of methods such as competency-based learning, some students would appear to be less than
full-time in an ‘enrolment’ check, but would in fact be studying at the correct workload for payment
eligibility.
The student policy team in Area Brisbane and Queensland TAFE developed a proposal to look at the
students’ entire workload to determine their student status. This aligned with an agreement with TAFE
Queensland on what can be considered a full-time workload, which will greatly reduce the significant
debt problem that many students face.
Given the success of the Queensland project, educational institutions in other states are considering
similar approaches.
Indigenous debt prevention
The Indigenous Services Team continues to work with other stakeholders in developing specific
Indigenous debt prevention strategies. These strategies include:
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increased awareness among Indigenous customers about their responsibilities, particularly the
notification requirements for changes in personal circumstances
improved information products for customers and training tools for staff, to assist with reducing debt
for Indigenous customers
Development of an ABSTUDY debt prevention and management strategy.
ABSTUDY debt management strategy
Centrelink is developing a debt management strategy to address the issues involved with ABSTUDY
payments. During the year, debt analysis found substantial ABSTUDY customer debt arose from
incorrect payments to educational institutions, or from ABSTUDY customers failing to commence
studies, notify Centrelink about changes to course details or to inform Centrelink if they have stopped
studying.
The debt strategy has four major elements, based on education, communication, accessibility and
culture. By focusing on these, it is expected potential and current ABSTUDY customers, and their
communities, will have a clearer understanding of payment entitlement criteria and be aware of
customer obligations for receiving the payment.
Work undertaken during the year included updating ABSTUDY debt raising and management material in
e-Reference, enhanced debt scripts and updating ABSTUDY debt training material.
Assurance of Support—Contributory Parents Migration Scheme
The Assurance of Support (AoS) scheme enables new migrants to come to Australia who might not
otherwise be eligible to migrate. This is achieved by an Australian resident providing an assurance and
signing an agreement to provide support to the new migrant. The assurer is liable to repay any debts
that may arise if the new migrant receives certain social security payments, which are recoverable. Until
30 June 2003, the assurance was required for a period of two years.
Changes to the AoS scheme on 1 July 2003 introduced the Contributory Parent Migrant Scheme to
assist Australian residents to bring their parents to Australia. This allows an extra 4000 parents to
migrate each year. Under the scheme, the period for which the assurer agrees to provide support and
repay any debts incurred if government payments are made is 10 years. Centrelink introduced system
and procedural controls to ensure the successful introduction of this change.
The Government introduced changes to the AoS scheme in the May 2004 Budget. These changes move
responsibility for the assessment of potential assurers from the Department of Immigration and
Multicultural and Indigenous Affairs (DIMIA) portfolio to FaCS. Centrelink will undertake this
responsibility on behalf of FaCS. The agencies have worked closely to ensure a smooth transition
effective from 1 July 2004.
Residential Care Assessment
In 2003–04, Centrelink continued processing income assessments for aged care residents for the
Department of Health and Ageing. These are to help determine residential care fees. Improved
performance resulted from training completed in 2002–03 and sustained technical support.
Compliance measures
Review activity
Centrelink’s review activities are specifically aimed at the prevention, detection and deterrence of
incorrect payments and fraud, to ensure customers are receiving their correct entitlements. The
mechanisms Centrelink uses to detect incorrect payments and fraud include:
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identity checks
data-matching with information held by Centrelink or obtained from other agencies/ organisations
tip-offs provided by the public
inter-agency compliance activities
data analysis
staff observation
Selecting customers for review based on their circumstances, duration of payments, or a specific
event.
During 2003–04, Centrelink completed 4.1 million reviews of eligibility and entitlement on behalf of FaCS
and the Department of Education, Science and Training. As a result, there were 709 923 reductions in
payments (including payment cancellations). Savings to future outlays totalled $104.6 million a fortnight.
Additionally, 382 326 debts were raised for recovery action to the value of $460.0 million as a result of
this review activity (See Table 6.)
TABLE 6: CENTRELINK’S REVIEW ACTIVITY FOR FACS AND DEST
Agency
Reviews
Completed
Reductions in payment
Fortnightly
Savings
Debts
No.
No.
%
$
No.
$
FaCS
4 108 593
708 164
17.2
104 159 698
378 247
452 817
756
DEST
12 603
1 759
14.0
402 891
4 079
7 140
509
Total
4 121 196
709 923
17.2
104 562 589
382 326
459 958
265
Source: Integrated Review System
Prosecution referral activity
During 2003–04, Centrelink referred 4471 matters to the Commonwealth Director of Public Prosecutions
(DPP) for consideration of prosecution action. Of these, 4462 matters related to FaCS payments and
nine matters related to DEST payments.
During the same period, the DPP prosecuted 3043 cases for fraud against FaCS payments with a
conviction rate of 98 per cent, and for DEST payments 12 cases were prosecuted for fraud with a
conviction rate of 92 per cent (see Table 7).
TABLE 7: CENTRELINK’S PROSECUTION ACTIVITY
Agency
Prosecuted
Dismissed
Convicted
Debt amount
involved in
convictions
FaCS
3 043
66
2 977
$36 622 195
DEST
12
1
11
$191 702
Total
3 055
67
2 988
$36 813 897
Data-matching
Data-matching is a major mechanism Centrelink uses to detect incorrect payment and fraud. In 2003–
04, data-matching with information obtained from other Australian, state and territory government
agencies, as well as non-government organisations, represented 14 per cent of all reviews conducted.
Further progress continued to be made with supplying electronic data to Centrelink. Electronic data has
been provided to Centrelink by a private sector education provider and negotiations are under way to
bring more private providers online. Education Queensland now provides a regular central data file that
significantly enhances the quality of data-matching of information received from them.
State departments of corrective services are increasing the frequency of data provision, with New South
Wales the latest to move to a weekly arrangement. Negotiations are also under way for additional data
to identify jail escapees and others who are not eligible for payments from Centrelink.
Federal Budget data-matching initiatives
The 2003–04 Federal Budget provided funding for two data-matching initiatives that build on Centrelink’s
existing compliance regime.
The initiatives focus on enhanced data-matching processes and expanded data matching activities. Both
initiatives reflect the success of the 2002–03 pilots involving four consolidated sites that processed
additional reviews, tested new data sources, and improved data-matching processes (see ‘Increasing
and centralising data-matching work—Area Hunter’ on page 58).
In 2003–04, these projects led to savings and debts of $72.3 million, 24.3 per cent above the combined
savings estimate of $58.2 million.
Data-matching for Community Development Employment Projects
An electronic data exchange process was implemented with the Torres Strait Regional Authority (TSRA)
in June 2004 and will be implemented with Department of Employment and Workplace Relations
(DEWR) in July 2004. (From 1 July 2004, DEWR is responsible for administering all CDEPs that were
previously administered by Aboriginal and Torres Strait Islander Services.)
As of 1 July 2004, all CDEP processing in Centrelink will be undertaken in three consolidated CDEP
Customer Service Support Centres.
Proposed initiatives to address current issues surrounding CDEP debts include:






developing a CDEP debt management strategy
identifying and introducing ‘better practice’ for payment correctness and recovery
working with external stakeholders to reduce CDEP debt occurrence
undertaking a risk analysis that focuses on identifying risks affecting payment correctness
monthly reporting of CDEP debts
Improving CDEP debt recording to enable easier identification of CDEP debts.
International data-matching
Centrelink has continued to develop its cooperative relationship with the Netherlands through the
International Data-matching pilot. Under this pilot, Centrelink matches information about customers (and
any spouses) who are receiving Dutch pensions with information provided by the Social Verzekings
bank. The data-matching is able to identify customers who may have incorrectly declared their pension
amount as well as payments made to the accounts of deceased people. During 2003–04, the pilot
matching identified over $2.3 million in savings and debts. There are plans to undertake further matching
next financial year using updated data.
INCREASING AND CENTRALISING DATA-MATCHING WORK—AREA HUNTER
As part of the 2003–04 Federal Budget, Centrelink’s Detection and Review Team received extra funding
to significantly increase current data-matching work. The team’s main role is to undertake periodic
reviews of customer entitlements to ensure payment correctness and to detect incorrect payments and
fraud.
The new data-matching work was centralised across four national sites, including Area Hunter.
Experience has shown that centralising compliance review work can deliver gains such as improved
effectiveness, resource efficiencies, and a pooling of specialist skills. Located at Cardiff, the Area Hunter
team is responsible for processing Tax File Number Declaration Forms and Pay as You Go reviews.
Operations in Cardiff started on 27 August 2003. Within a short time staff had undertaken significant
training and development to bring them up to speed with the new review activities. This training and
development investment, combined with the team’s strong commitment to the project, produced major
dividends for Centrelink and the Australian Government. In 2003–04 the Hunter data-matching site
exceeded its Tax File Number Declaration Form benchmark and made a substantial contribution to
protecting the integrity of outlays by detecting incorrect Australian Government payments.
Optical surveillance
Introduced in 1999, optical surveillance continues to provide Centrelink with a useful tool to investigate
complex fraud cases that, in the past, may have been concluded less successfully.
During 2003–04, Centrelink referred 3241 cases to surveillance providers. Within the same period, 3372
cases were finalized and resulted in debts or payment reductions in 60.1 per cent of cases referred.
Savings to future outlays and debts of $24.4 million were identified.
Cash economy
Centrelink continues to use a range of measures to detect and investigate fraud associated with the
cash economy. Activities include traditional desk-based reviews and individual field reviews. They also
include joint field operations involving the Australian Federal Police (AFP), the Australian Taxation Office
(ATO), and the Department of Immigration and Multicultural and Indigenous Affairs (DIMIA) and other
Australian, state and territory agencies.
As members of the Cash Economy Working Group, Centrelink, the ATO and DIMIA work to improve
their coordination of cash economy compliance activities.
Centrelink has had investigators out posted to the ATO since 1998. In 2003–04 this concept was
extended to include a pilot with DIMIA.
During the year, Centrelink’s cash economy activities identified $33.0 million in savings and debts and
163 field operations were undertaken. In the past year, Centrelink’s cash economy, optical surveillance
and identity fraud teams were amalgamated in Sydney and Melbourne. The teams’ co-location has led
to more effective use of resources and better intelligence sharing.
‘Operation Hilton’ was one of the joint cash economy operations conducted during 2003–04, with a
number of Centrelink customers identified as working for cash and receiving payments from Centrelink
at the same time. Investigations revealed that a labour hire company was making ‘cash-in-hand’
payments to these customers. Several agencies were involved in the operation, which resulted in over
100 Centrelink customers having their benefits cancelled and some may face prosecution.
Tip-offs from the public
Centrelink investigates all public ‘tip-offs’ as a way of detecting abuses of the income support system.
From public tip-offs received in 2003–04, 72 473 reviews of customers were completed and 17 570
payments reduced. Review activity of tip-offs identified $156.7 million in savings and debts.
The investigation of tip-off information continues to build community confidence in the integrity of the
social security system. The public can phone (Report fraud 13 7230), visit or write to Centrelink with tipoff information. Another way to report tip-off information is through Centrelink’s Report a fraud website at
www.centrelink.gov.au. Tip-offs received via the site account for about 7 per cent of tip-offs received.
Increased focus on identity fraud investigations
Funding in the 2003–04 Federal Budget allocated extra resources for Centrelink to establish skilled
investigative teams to increase the focus on identity-related fraud. Through better use of internal and
external data sources to detect possible cases of identity fraud, the teams are now undertaking more
complex investigative work in Centrelink’s service delivery network.
To build Centrelink’s capability to deal with identity fraud, a phased implementation commenced in
January 2004 and will continue over several years. The initiative is expected to deliver $89 million in
program savings over the next four years.
Australian Federal Police
Centrelink’s relationship with the Australian Federal Police (AFP) remains strong. In June 2004 they
renewed their service agreement, first signed in 2001. The agreement provides the framework for
cooperation between the agencies.
From compliance activity undertaken by Centrelink suspected cases of fraud are detected, and
Centrelink and the AFP then collaboratively investigate these.
During 2003–04 three federal agents were out posted to Centrelink in Sydney, Perth and Melbourne.
Additionally, the AFP co-located one agent in Centrelink’s Newcastle Office.
In June 2004, Centrelink and the AFP reached agreement on increasing the number of out posted
federal agents to the equivalent of 9.5 in 2004–05.
When gathering evidence, the AFP’s involvement brings search powers and access to intelligence not
directly available to Centrelink. As a result, the AFP’s involvement increases the possibility of convictions
in cases referred for prosecution before the courts.
Extension of links with the Australian Taxation Office
Centrelink is exploring the use of new data sources with other agencies, particularly the Australian
Taxation Office (ATO). This could lead to greater capacity to check for income and assets not disclosed
by customers.
Australian Transaction Reports and Analysis Centre
In December 2003, legislative amendments were made to the Financial Transaction Reports Act 1988 to
allow Centrelink access to Australian Transaction Reports Analysis Centre (AUSTRAC) data used in
administering social security law.
In March 2004, a Memorandum of Understanding was signed between AUSTRAC and Centrelink that
will facilitate access to financial transaction report information. This will enable delegated Centrelink
employees to access significant cash transaction reports, international currency transfer reports, suspect
transaction reports, and international funds transfer instructions.
Access to information held by AUSTRAC will also provide Centrelink with financial intelligence and other
information from overseas financial intelligence units and assist in identifying customers involved in more
serious fraud, who may currently go undetected.
Medicare and Pharmaceutical Benefits Scheme
Centrelink provides the Health Insurance Commission (HIC) with data so they can validate a customer’s
entitlement to the Pharmaceutical Benefit Scheme (PBS) and the Medicare Safety Net. However HIC
are unable to match all of the customer information that Centrelink ‘sends’ to them.
To improve the HIC’s matching success rate, in 2003–04 Centrelink was engaged to collect Medicare
card numbers from unmatched customers.
As part of this exercise, a Medicare number training and collection process was developed. This
involved Australia-wide training for Indigenous Customer Service Officers—who service remote
communities—in collecting identified remote customer Medicare card numbers during community visits.
Australian Valuation Office
In 1985, the Australian Government introduced an assets test for social security pensions. The assets
test was extended to benefits classed as ‘allowances’ in 1987. Assets test legislation is governed under
the provisions of the Social Security Act 1991.
The Australian Valuation Office is the sole contractor of valuation services to Centrelink and plays an
important role in assisting Centrelink in administering this legislation.
During 2003–04, a new Memorandum of Understanding for valuation services was negotiated between
Centrelink and the Australian Valuation Office, which will operate for three years and includes the option
of a two-year extension.
Concessions and related initiatives
In October and November 2003 Centrelink’s Concessions Team conducted successful consultations
with state and territory government concession providers throughout Australia.
In response to these consultations, Centrelink introduced an electronic newsletter for concession
providers in January 2004. CPNews provides information on developments with concession cards and
related services. Through this initiative Centrelink is strengthening its relationship with concession
providers and ensuring better service to customers. The response from state government, local
government and private providers has been extremely positive.
Under a Department of Health and Ageing administrative reform, Centrelink developed a new computer
system (Centrelink Entitlement Manager) to determine eligibility for Australian Government concession
cards. The new system has made significant advances for Centrelink in the determination of entitlement
and delivery of concession cards.
SUPPORT ECONOMIC AND SOCIAL PARTICIPATION
Australians Working Together initiative Phase 2
Background
Building on the Australians Working Together (AWT) Phase 1 initiative, Personal Adviser assistance has
been extended to a wider range of customers under AWT Phase 2. Phase 2 of the AWT initiative
commenced from September 2003 and marked the introduction of new or more flexible participation
requirements for a number of customer groups. The number of Personal Advisers employed within
Centrelink also increased in line with the increased number of customers that Personal Advisors will be
servicing.
Personal Advisers were introduced from September 2002 as a key component of the AWT initiative.
Personal Advisers and Jobs, Education and Training (JET) Advisers offer personalised and intensive
participation assistance to working age people. They help people maximise their potential for economic
participation by identifying opportunities and goals and offering tailored intervention strategies and
additional support.
The AWT initiatives have laid the foundation for a more personalised and responsive assistance and
support framework for working age people.
Phase 2 AWT enhancements introduced from September 2003 included:






no further new claims of Partner Allowance and Mature Age Allowance from 20 September 2003
the development of the Mature Age Participation Guide
the re-development of the Parents and Employment Guide
a new participation framework for New start Allowance customers aged 50 or over, including:
reduced reporting requirements for New start Allowance customers aged 50 or over
 the introduction of maximum job search requirements for certain New start Allowance
customers aged 50 or over
 new portability provisions for New start Allowance customers aged 50 or over
 new breach waiver provisions for New start Allowance customers aged 50 or over
access to Work for the Dole (WFD) for Parenting Payment customers including access to the WFD
supplement payment

the introduction of Participation Agreement breaches and breach waiver provisions for certain
Parenting Payment customers.
Expansion of services provided by Personal and JET Advisers
From September 2003, Personal Adviser services and support was extended to include additional
customer groups. With the extension of assistance to a wider range of customers, additional Personal
Advisers were recruited. These Personal Advisers undertook a comprehensive 13-week training
program starting in August 2003. (See ‘Supporting customer participation’ on page 111 for more
information.)
Participation transformation
Supporting participation is a clearly identified priority in Centrelink’s Future Directions. Centrelink has
redesigned its business model to support participation outcomes and is already a strong player in the
new participation system.
In early 2003, Deloitte Touché Tohmatsu was engaged to explore Centrelink’s future role in participation.
From June to December 2003 Deloitte conducted focus groups, surveys, think tanks and crossorganisation discussions with teams from the National Support Office and the Centrelink network to
examine how Centrelink can leverage its existing capabilities to play a stronger role in moving people of
workforce age along a pathway to work.
Achievements in 2003–04




raised awareness of the concept and implications of participation for Centrelink in the future including
a ‘cascade’ briefing throughout the organisation
a definition of participation for Centrelink that recognises the progression of a customer along a
pathway to work. Participation is defined as ‘all progress towards work outcomes including personal
and skill development, training and volunteering’
an operating vision and principles of participation that have received strong support in the
organisation. The vision and principles are:
– Centrelink will become a hub for participation by working collaboratively with Job network and
people in their local communities to help them:
 find work
 connect with opportunities, services and support
 build their skills and self reliance
 improve their lives and wellbeing
a framework for redesigning the service delivery model including assessment and planning for
customers and working more closely with local communities.
Next steps
The work so far represents a major step forward in the development of Centrelink’s service delivery
response to the Government’s participation policies. A significant change strategy will improve the ways
Centrelink interacts with both customers and local communities. This will involve engaging more with
client agencies, further communicating participation messages throughout the organisation, and
developing a detailed plan to guide the changes necessary to the service delivery model.
Working Credit
The Working Credit initiative was part of the Australians Working Together (AWT) initiative and provides
a financial incentive for workforce participation by income support recipients.
It commenced 20 September 2003. The earlier deferrals to the passing of AWT legislation afforded the
opportunity for Centrelink to develop new technologies to provide customers with additional options for
communicating with Centrelink and meeting new reporting requirements after 20 September 2003.
Components
Key components of the Working Credit scheme include:



a Working Credit Scheme that allows income support recipients of work force age to offset some of
their employment income against credits accrued during periods of low or no income
fortnightly assessment of Employment Income for all eligible payment types (on a similar basis to the
Newstart income test)
Entitlement maintained for six fortnights (at nil rate) when income from employment precludes
payment for those otherwise qualified.
Prior to the commencement of Working Credit, an information line was established to assist customers’
understanding of their changed reporting obligations and the advantages of the Working Credit scheme.
They were also advised of the options for reporting their earnings available after 20 September.
During the fortnight immediately prior to implementation customers due to report were Contacted to
remind them that their reporting arrangements had changed and ensure they understood how to report.
Following implementation for the first fortnight customers who failed to report were contacted to make
sure that they understood the new arrangements and make sure they knew that they needed to report to
receive their payment. The number of fortnightly reporters failing to report at the end of the first month
was negligible.
Self Service
To make it easier for customers to comply with new reporting requirements, Centrelink developed
avenues for customers to report earnings through an Integrated Voice Response (IVR) system using
natural language speech recognition (NLSR) and through the Internet via Centrelink’s Website. Working
Credit customers have been encouraged to take up these options after 20 September as alternatives to
reporting through Centrelink Call or a Customer Service Centre.
By the end of June 2004, over 40 per cent of new reporters under Working Credit were using self service
reporting options, the majority through the voice response system.
FIGURE 6: CHANNEL USAGE FOR REPORTING EMPLOYMENT INCOME FOR ‘NEW REPORTERS’
(A)
Information and Technology participation support
During 2003–04, Centrelink introduced significant new I&T capability to support assessments for social
and economic participation as a part of the Employment Services Contract Round 3 and Australians
Working Together (AWT) initiatives. The system, known as the Participation Application, was developed
by Centrelink.
The Participation Application includes support for AWT, welfare reform, Job Seeker Registration, Job
Seeker Classification, connection with Job Network members through connections with DEWR, and
referrals for customers to participate in activities for social and economic participation in the community.
These services are delivered using leading edge technologies that interact with existing Centrelink and
DEWR systems.
The outputs of the Participation Application include Job Seeker Registration, Job Seeker Classification
Instrument assessment, Job Seeker Management, Job Network member referrals that allow Centrelink
staff to make an appointment directly through the DEWR system, Preparing for Work Agreements,
Participation Agreements, Participation Plans, and Service Offers.
MEET CLIENT AGENCY KEY PERFORMANCE INDICATORS BY
IMPLEMENTING BETTER PRACTICE
Business Alliance 2004 project
The Business Alliances Team has been developing the new Business Alliance Agreement with FaCS.
The alliance reflects the distinct and complementary roles of the two organisations. Centrelink and FaCS
recognise the need to work jointly to deliver successful government outcomes. The two agencies work
cooperatively on a broad range of social issues affecting Australian society and the living standards of
Australian communities, families and individuals.
The relationship between Centrelink and FaCS is governed by the Business Alliance Agreement and
acknowledges that each agency contributes to the performance and outcomes of the other. The
agreement will be signed off early in 2004–05.
Client agency performance summary
Department of Family and Community Services
Business arrangements
Centrelink works closely with FaCS to provide a high level of service to the Government and the
Australian community. During 2003–04 the business arrangements between FaCS and Centrelink have
been renewed with a new Business Alliance Agreement implemented in July 2004. This agreement
recognises:



the distinct roles of FaCS and Centrelink
that each organisation makes different and equally valuable contributions to achieving Government
outcomes
that the roles of both organisations have to be combined effectively to ensure the delivery of
Government requirements.
Refinement of the new business arrangements is ongoing with a continuing focus on achieving
outcomes for Government and the Australian community.
Major initiatives
During the reporting year Centrelink:




continued to improve service delivery to customers
improved performance achieving 100 per cent of KPIs as measured by the Centrelink Balanced
Scorecard
negotiated a new business agreement with the Department of Family and Community Services
Implemented service delivery aspects of new policy initiatives.
TABLE 8: FACS REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
1 967 171
29
100
Department of Employment and Workplace Relations
Business arrangements
Three new KPIs, consistent with the implementation of the Active Participation Model, were incorporated
into the 2003–2006 Business Partnership Agreement (BPA). The new BPA was developed to better
reflect the shared responsibilities of the Department of Employment and Workplace Relations (DEWR)
and Centrelink in achieving government outcomes, including a reciprocal approach to the agencies’
performance based on collaboration, trust and openness. The introduction of consultative committees
under the BPA and continuation of the Partnership Programme have supported an increasingly strong
partnership approach taken by Centrelink and the department.
Performance
Centrelink is pleased to report for the third consecutive year that DEWR has agreed that all Centrelink
KPIs have been met.
TABLE 9: DEWR REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
116 999
3
100
Department of Agriculture, Fisheries and Forestry
Business arrangements
During 2003–04 Centrelink continued to deliver the Farm Help—Supporting Families through Change
Program, the drought assistance package, Exceptional Circumstances Relief Payment, Dairy Type
Grants, the Environmental Management Systems Incentives Program and commenced delivery of the
Sugar Industry Reform Program 2004.
Centrelink operates a Rural Processing Unit (RPU) in Area West Victoria to improve its service delivery
performance by providing centralised expertise in the assessment of eligibility for assistance under most
of these rural programs.
Major initiatives
The number of Exceptional Circumstance (EC) declared areas also rose significantly over 2003–04.
Centrelink delivers income support to eligible farmers living in EC declared areas for the duration of the
declaration (usually two years). As at 30 June 2004, over 13 000 farmers had received an EC income
support payment in 2003–04. The Farm Help—Supporting Families Through Change Program assists
farmers through the process of considering their long-term viability in agriculture. Centrelink’s role is to
assess the eligibility and entitlements of farmers, to make payments and work with farm families on their
longer-term planning. The Farm Help program was extended as part of the 2004 Federal Budget. The
extended program includes an increased emphasis on using strategic information, analysis and
professional advice to support decision making.
In March 2004, Centrelink commenced the delivery of the Sugar Industry Reform Program 2004 to
eligible cane growers and harvesters in Queensland, Western Australia and New South Wales. This
follows from the successful delivery of similar assistance measures to the Sugar Industry in 2000 and
2002. The program includes income support, business planning assistance, restructuring grants, and reestablishment grants. Developed by the Department of Agriculture, Fisheries and Forestry (DAFF) in
consultation with Centrelink, the package provides for immediate assistance to help stabilise the sugar
industry so that cane growers and harvesters can better position themselves for making decisions about
their future.
Memorandum of Understanding
Centrelink delivered services for DAFF under the memorandum of understanding that was finalised in
December 2001. Protocols are in place for all programs. The memorandum of understanding includes
organisational KPIs and identification of appropriate measures.
Challenges
The key challenge in 2004–05 will be to build on Centrelink’s close working relationship with DAFF on
the delivery of the new Sugar Industry Reform Program measures, the revised Farm Help program, and
the ongoing drought assistance package, including EC.
In 2004–05 Centrelink will be working closely with DAFF to consider the recommendations of the
Australian National Audit Office drought report when it is finalised.
Centrelink has been working jointly with DAFF to develop and implement a Business Assurance
Framework to provide appropriate measures for establishing organisational performance in terms of
payment correctness. These measures become operational on 1 July 2004.
Centrelink continues to focus on improving its performance against the KPIs by improving processes
and streamlining its service delivery mechanisms.
Performance
The RPU provides a responsive service to farmers and has improved the correctness and accuracy of
assessments of farmers’ eligibility for assistance. The RPU has significantly improved Centrelink’s
performance against the timeliness standard for payments, which met the 42-day target.
Centrelink received positive feedback about the delivery of its service to drought affected farmers at the
Drought Round Table meeting of Australian Government, state and territory government ministers, and
key industry representatives held in March 2004.
TABLE 10: DAFF REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
22 155
3
100
Department of Education, Science and Training
Business arrangements
During 2003–04 Centrelink and the Department of Education, Science and Training (DEST) renewed
their BPA affirming joint commitment to achieving the Government’s desired outcomes relating to
education, training and employment of Indigenous people, isolated students and customers seeking
employment.
Key improvements included the fulfilment by Centrelink of its BPA obligation to make 14 000 referrals to
the Career Planning Programme, the joint partnership between Centrelink and DEST in a project to
improve the quality and educational outcomes for ABSTUDY customers, and improved performance
reporting combined with closer working relationships at all levels.
Centrelink met 100 per cent of 10 KPIs, and did not reach target in relation to a further three. In relation
to the KPI on ABSTUDY accuracy, performance was only 0.8 per cent under the target of 95 per cent.
This is an improvement on the 2002–03 performance which was 93.8 per cent. During 2003–04, there
have been substantial efforts made to improve accuracy of ABSTUDY decision making including
updating training and online reference material, and updating the DEST ABSTUDY Policy manual. From
1 October 2004, ABSTUDY processing will be nationally consolidated in four locations to further
enhance accuracy and consistency of decision making. It will also allow for better monitoring of
processes and standards. In relation to the other two KPIs, negotiations with DEST in terms of their
appropriateness as measures of Centrelink performance are underway.
Performance
TABLE 11: DEST REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
16 150
13
76
Department of Health and Ageing
Business arrangements
During 2003–04, Centrelink and the Health Insurance Commission jointly implemented administrative
reforms to the validation of Pharmaceutical Benefits Scheme concession entitlements on behalf of the
Department of Health and Ageing (DoHA) announced in the 2003–04 Federal Budget.
The reforms included the development of a new Centrelink system to determine customer entitlement to
Australian Government concession cards; the enhancement of business processes and system
infrastructure to provide identity information about Centrelink customers to the Health Insurance
Commission; and the voluntary collection of Medicare numbers from Centrelink customers to assist the
Health Insurance Commission to improve their data matching performance.
Centrelink subsequently used the same system infrastructure and business processes for providing
identity information to the Health Insurance Commission to support the Medicare Safety Net component
of the Strengthening Medicare package.
During the year, the Office of Hearing services decided to return its eligibility assessment and voucher
processing functions in-house. Validation of concession status will now be undertaken through the
Customer Confirmation e-Service.
In 2003–04, Centrelink continued processing income assessments for aged care residents for DoHA, to
help them to determine residential care fees. Training completed in 2002–03 and sustained technical
support has resulted in improved performance for this year.
The Commonwealth Carelink Program assists older Australians and people with disabilities to retain
their independence and avoid premature or inappropriate admission to long-term residential care by
providing free information and referral to community care services. Centrelink is one of a number of
government and community organisations that operates and delivers the Commonwealth Carelink
Service on behalf of DoHA. Commonwealth Carelink continues to maintain a service out of five outlets in
Western Australia—in Kalgoorlie, Albany, Broome, Geraldton and South Hedland.
Performance
The Aged Care Schedule, which forms part of the BPA between Centrelink and DoHA, includes the
following performance targets:



automatic matching of resident data against social security pension records— 100 per cent of cases
within three working days
manual matching of resident details against social security pension records— 100 per cent of cases
within eight working days
Obtaining and providing assessed income information for self-funded retiree residents—100 per cent
of cases within 70 calendar days.
During 2003–04 Centrelink achieved:


the automatic matching target for 12 months (monthly figures above 99.5 per cent have been
rounded up to 100 per cent)
The manual matching target for 12 months (monthly figures above 99.5 per cent have been rounded
up to 100 per cent).
In relation to self-funded retiree income assessments, performance in 10 months was measured as
meeting target (with the lowest performance level during the remaining two months being 99.07 per cent
in July 2003). Daily data transfer arrangements can impact on Centrelink’s ability to meet the
performance targets and were affected because of DoHA and/or Department of Veterans’ Affairs
systems unavailability on a number of days.
TABLE 12: DoHA REVENUE AND PERFORMANCE SUMMARY (AGED CARE SCHEDULE)
Revenue $’000
Number of KPIs
KPIs met (%)
10 677
3
94
Department of Foreign Affairs and Trade
Business arrangements
The Australian Passport Information Service (APIS) is a Call Centre operated by Centrelink in Hobart on
behalf of the Department of Foreign Affairs and Trade (DFAT). Under a memorandum of understanding,
which began in March 2000 and was extended for two years in March 2003, the Call Centre provides
information relating to Australian passports to customers over the phone and by email. The centre
operates seven days a week from 8.00 am to 8.00 pm Monday to Friday and 8.30 am to 5.00 pm
Saturday and Sunday.
Performance
The Call Centre handled 1.5 million calls in 2003–04, replied to 55 000 emails, and issued 44 000
application forms. There are eight service standards, which are consistently achieved on a monthly
basis.
In 2003–04, APIS expanded the services provided to include passports online services and priority fee
payment by credit card over the phone. In response to international security issues, proof of identity for
passport applications was tightened in September 2003. These rule changes caused a dramatic
increase in call volumes and duration of calls. The changes also affected passport renewals and this
part of the business has dropped significantly. APIS was able to successfully implement and consolidate
the changes with minimal disruption to service standards.
As a direct response to an urgent need of Government to provide accessible and up to date travel
advice for the Australian public, in 10 days Centrelink established the ‘Smartraveller’ advisory service for
DFAT. ‘Smartraveller’ is a fully automated self-service facility available to the public 24 hours a day,
seven days a week. This service has handled approximately 26 000 calls since it began on 7 September
2003.
TABLE 13: DFAT REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
3 468
8
100
Department of Transport and Regional Services
Business arrangements
Since 1998, Centrelink has delivered the Tasmanian Freight Equalisation Scheme and Bass Strait
Passenger Vehicle Equalisation Scheme to business customers (mostly Tasmanian) on behalf of the
Department of Transport and Regional Services (DOTARS) in accordance with a four-year service
agreement (1998–2002).
The strong working relationship between DOTARS and Centrelink culminated in the signing of a new
five-year service agreement on 30 August 2002, for the continuing delivery of this service for the period
June 2002 to June 2007.
The agreement includes revised KPIs measuring performance in relation to the timeliness of claims, the
efficiency of processes, service delivery standards, the accuracy of assessments, and customer
compliance.
Performance
During 2003–04:


Centrelink met and surpassed all of the six KPIs in the Service Agreement. (In September 2003, the
number of KPIs was reduced from nine to six.)
The average number of claims per week continues to grow. In 1998 average claims per week totalled
82 compared to the average claims per week in 2003–04 of 114.


The relationship between Centrelink and DOTARS remained strong, with DOTARS acknowledging
they are very satisfied with the quality of the service provided by Centrelink.
The procedures agreed between Centrelink and DOTARS for claims for payment under Tasmanian
Freight Equalisation and Bass Strait Passenger Vehicle Equalisation schemes continued to work
successfully.
TABLE 14: DOTARS REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
1 067
6
100
Attorney-General’s Department
Business arrangements
Family Law and Regional Law hotline services continued this year, delivered by the La Trobe and Bun
bury Call Centres. This business operates under a memorandum of understanding between Centrelink
and the Attorney-General’s Department, which was reviewed, updated and signed during 2004.
The customer service hours are 8.00 am to 8.00 pm Monday to Friday. Demand for the services
continued to grow with 22 000 calls answered in 2003–04—a growth of 10 per cent on 2002–03. The
agreed service level of 80 per cent of calls answered within 30 seconds has been met every month in
2003–04. Centrelink also provided an efficiency improvement for the Attorney-General’s Department this
year, by introducing new call routing technology to the hotline services.
Performance
TABLE 15: ATTORNEY-GENERAL’S DEPARTMENT REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
822
N/a
N/a
Child Support Agency
Business arrangements
Centrelink and the Child Support Agency (CSA) continued to work in close partnership in 2003–04 by
offering a whole-of-government approach to servicing mutual customers.
Twenty Regional Service Centres (co-located in regional Centrelink Customer Service Centres) provide
child support customers with access to face-to-face services that are typically only available in
metropolitan areas. In many other sites Centrelink premises are used by the CSA to provide a visiting
service for child support customers.
Major Centrelink initiatives during 2003–04



conducted the Telephone Transfer Pilot (to be evaluated in the first half of 2004–05 with a view to
broadening the concept)
continued to develop a memorandum of understanding in relation to exchange of data(due for
completion in the first half of 2004–05)
Continued joint system enhancements to improve the quality of data transferred.
Challenges
Centrelink and the CSA are committed to working together over 2004–05 to provide even better
customer service to our mutual customer base. This will be achieved through refinements to computer
processing and continued improvements in service integration and customer access.
Performance
TABLE 16: CSA REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
728
N/a
N/a
Australian Electoral Commission
Business arrangements
The Australian Electoral Commission (AEC) approached Centrelink in mid-2002 with a request to offer
call centre services for the 2004 Federal election. A new schedule to our BPA was finalised in 2004 to
formalise arrangements of this service, badged for the AEC. Preparations for the service, including
infrastructure, support and additional staffing were complete prior to 30 June 2004. The service is
operated on a full cost recovery basis.
Performance
TABLE 17: AEC REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
442
N/a
N/a
Department of Veterans’ Affairs
Business arrangements
A new, national memorandum of understanding between the Department of Veterans’ Affairs (DVA) and
Centrelink was signed in 2003–04.
DVA continued to support arrangements that involve Centrelink offering a Veterans’ Information Service
in seven regional sites in New South Wales, six sites in Queensland, and one in Mt Gambier in South
Australia.
Specialist DVA trained information Officers who can give the veteran community information about DVA
payments and entitlements run the service.
In 2003–04, DVA delivered refresher training to New South Wales Veterans’ Information Service
Officers. DVA also supported the service in New South Wales by training four new information Officers.
Performance
TABLE 18: DVA REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
438
N/a
N/a
Aboriginal and Torres Strait Islander Services
Business Arrangements
Centrelink provided an Indigenous Services Information Line call centre service to Aboriginal and Torres
Strait Islander Services (ATSIS) customers from June 2004.
The service was intended to provide information and referral to callers who may have concerns about
the future of services for Indigenous people following publicity about the future of the Aboriginal and
Torres Strait Islander Commission. The service uses scripts and information provided by ATSIS.
TABLE 19: ATSIS REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
101
N/a
N/a
Dairy Adjustment and Australian Dairy Corporation
Business arrangements
The ongoing Dairy Adjustment package aims to assist dairy farmers in the transition to a deregulated
market. The Dairy Adjustment Authority was established to administer the Dairy Structural Adjustment
Program. Through DAFF the authority contracts Centrelink to provide services for assessing and paying
claims for the Dairy Type Grant, which is now a component of the Farm Help Re-establishment Grant
Performance
TABLE 20: DAIRY ADJUSTMENT AND DAIRY AUSTRALIA REVENUE AND PERFORMANCE
SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
60
N/a
N/a
Australian Taxation Office
Business arrangements
In July 2001 Centrelink signed a memorandum of understanding with the ATO to provide Office facilities
in Centrelink premises for ATO staff to enable them to better service clients in remote and rural sites.
The services include access to Office equipment, telephones, interview rooms and work areas. The
relationship continues to be successful, and Centrelink will again provide these services under
agreement in the 2004–05 financial year.
TABLE 21: ATO REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
21
N/a
N/a
State and territory housing authorities
Business arrangements
In 2003–04, Centrelink processed approximately 6.5 million transactions and received $2 567 194 in
annual revenue from state and territory housing authorities in payment for the delivery of services for the
Rent Deduction Scheme. An electronic Income Confirmation service was also provided to housing
authorities, and during 2003–04 Centrelink processed approximately 300 000 transactions for this
service and received $114 374 in annual revenue.
Performance
TABLE 22: STATE AND TERRITORY HOUSING REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
2682
N/a
N/a
Other organisations
Business arrangements
During 2003–04, Centrelink continued to deliver the following services on behalf of state, territory and
local governments, and a number of private organisations:

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
Centrpay
Customer Confirmation e-Service
Half Fare Concession Travel Card (New South Wales Government only)
ACTION Concessional Travel Card (Australian Capital Territory Government only).
Performance
TABLE 23: OTHER ORGANISATIONS’ REVENUE AND PERFORMANCE SUMMARY
Revenue $’000
Number of KPIs
KPIs met (%)
3942
N/a
N/a
Emergency responses
Agencies continue to notice and acknowledge Centrelink’s ability to respond quickly and effectively to
emergencies. Centrelink’s contribution ‘onsite’ or ‘on phone’ is highly regarded, particularly following
responses in recent years to corporate collapses— for example, the Ansett and HIH collapses and other
natural or community disasters.
PROVIDE TRANSPARENT PRICING OPTIONS
The development of strategic cost management methodology continued in 2003–04. This work provided
the foundation work for the development of a Centrelink Service Offer and Pricing Catalogue.
Following the Government’s endorsement of the Centrelink Funding Model from 1 July 2004, Centrelink
is developing a funding model-based costing template. This will provide greater clarity in terms of the
costs by output for government initiatives.
SUPPORT THE POLICY DEVELOPMENT PROCESS
Family Tax Benefit Task Force
Towards the end of 2003 the Government asked Centrelink to look at how the administration of Family
Tax Benefit could be streamlined and simplified to reduce the likelihood of overpayments. The CEO
wrote to Centrelink staff asking them for feedback. Over 550 staff responded with more than 750
suggestions for improvement. Suggestions included:



improved communication with customers with a focus on face to face contact
changes to forms and letters
Some procedural and system changes.
In response to the suggestions by staff, a joint Centrelink and Department of Family and Community
Services Task Force did a substantial amount of work in the first half of 2004 to change claim forms and
information products to make information clearer, simpler and easier to understand for customers. For
example, the Task Force worked on rolling four information products into a single comprehensive
information product, called the ‘What, Why and How of Family Assistance’. Work was also done to
improve processes and I&T systems to better target those customers at risk of being overpaid.
Department of Employment and Workplace Relations: The Statement of
Expectations
Introduced in 2004, the Statement of Expectations takes a values-based, collaborative approach to the
relationship between Centrelink, DEWR, and the Job Network.
With a strong emphasis on the local relationships between the three organisations, the Statement of
Expectations plays a key role in providing business intelligence about service delivery, policy impacts
and emerging issues. It also provides a framework for improving and enhancing the future business of
each organisation.
Drafted following extensive consultation with Job Network members, the National Employment Services
Association (as the peak body of Australian employment organisations), DEWR and Centrelink, the
Statement of Expectations ensures staff from all organisations understand how they need to work
together to achieve the best outcomes for Australian job seekers.
Essentially, the statement is about Centrelink, the Job Network and DEWR working in partnership
towards common goals, and has been designed to influence behaviour at all levels, from frontline staff to
senior executives.
The Statement of Expectations is made up of three components, each of which plays an important role
in identifying and defining the main areas of focus—the Statement itself, the Charter, and the Operating
Principles.
The Statement
‘Working together with job seekers to meet their individual needs in finding the right pathway to achieve
sustainable employment.’
The Statement provides the high level focus of how Centrelink, the Job Network and DEWR will work
together in both meeting our respective business needs and interacting with our mutual customers.
Overall, the Statement helps to explain our overarching and shared responsibilities to Australian job
seekers.
The Charter


‘We will keep the job seeker as our focus, engage them in a timely manner, we will be nonjudgmental and provide appropriate services.’
‘We will jointly listen to job seekers and our other stakeholders; we will improve our own practices,
and feedback information to government.’
The Charter gives us the focus we need in our day-to-day business with job seekers and each other,
and helps form the foundations for future business delivery.
The Operating Principles

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
‘We will seek to understand and explain what we are each responsible for, our business models, our
drivers, and why we do the things the way we do.’
‘We will be accessible, open and honest in our communication and bring contentious issues to each
other in the first instance.’
‘We will focus on solving problems, getting processes right, looking for innovative solutions, being
proactive, planning for contingencies, and valuing different approaches to ensure consistent
outcomes.’
The Operating Principles describe the values that underpin the Statement of Expectations and the
charter. In addition to helping guide decisions and actions, the Operating Principles outline the values
that need to drive our behaviour in dealing with each other and have been designed to build team spirit
and foster a collaborative working relationship into the future.
OUR BUSINESS AND COMMUNITY RELATIONSHIPS
CHAPTER FOUR
OUR BUSINESS AND COMMUNITY RELATIONSHIPS
GOAL
To work closely with the business and community sectors to achieve positive outcomes for Australians.
TOP-LEVEL RESULT
Community sector satisfaction with Centrelink.
TARGET
71%
RESULT
71%
FIGURE 7: COMMUNITY SECTOR SATISFACTION SURVEY—SATISFACTION WITH WORKING
RELATIONSHIP WITH CENTRELINK
HIGHLIGHTS FOR 2003–04
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developed a strategic framework for staff defining the expectations and the importance to Centrelink
of its role in the community (see page 87)
continued to improve working relationships with local community organisations to improve the
delivery of Centrelink services to shared customers (see page 89)
continued to enhance Centrelink’s connection with businesses and other third party organisations
(see page 102)
Continued strong commitment by members of Centrelink’s Community Reference Groups to assist
Centrelink in improving its service delivery (see page 89).
DESCRIPTION
Increasingly, Centrelink’s role has been changing to one that helps customers to participate and to
engage more productively. This includes customers participating in the labour market and in their
communities, and achieving greater independence and better long-term outcomes for themselves and
their families.
Cooperation and working with others in the community is essential to ensuring that Centrelink’s services
are delivered in ways that respond to people’s needs (particularly those who have difficulty accessing
services), and to community issues and trends.
This has meant recognising the vital role that communities and other sectors can play in working with
Centrelink to find new ways of ensuring our customers get the best possible assistance available.
Our customers have told us access to and integration of services is important to them.This includes both
Centrelink and other service providers. Customers have also told us that they want Centrelink staff to
work with customers and the community to achieve positive outcomes and that Centrelink should align
its future servicing arrangements with their expectations and preferences. The strategies in this chapter
respond to our customers’ expectations to improve access and integration of service and Centrelink’s
capacity to work with customers and the community to achieve positive outcomes.
KEY STRATEGIES

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

manage referral processes effectively (page 85)
actively engage with the business and community sectors (page 87)
improve the effectiveness of our interactions with business (page 97)
improve our image in the community (page 99)
enable transactions involving third parties to be carried out effectively (page 102).
Our business and community relationships
Centrelink helps customers move towards greater participation and links them back to their
communities, but it cannot do this on its own. There are many community organisations who have
different work to Centrelink, but who have a common goal, which is to improve the life opportunities of
the same groups of people, especially those who are isolated because of social and economic
disadvantage.
These community organisations have expertise that complements Centrelink’s work.They also
understand the needs and barriers faced by customers and their communities.Therefore, it makes good
sense that local Centrelink Offices develop good working relationships with these organisations and the
community, so that issues affecting individuals can be addressed in appropriate and integrated ways.
Cooperative relationships and partnerships are a strategic priority for Centrelink—locally, at the regional
and state levels, and nationally). Strong partnerships:



provide an opportunity for improved access to Centrelink and better links with other services
ensure that Centrelink is friendly, accessible and responsive to the needs of individuals, families, and
the communities they live in
assist customers to engage more in community life and in the labour market, and to achieve a
greater independence and better long-term outcomes for themselves and their families.
Over the past year, Centrelink focused on developing better working relationships within communities to
deliver those services that customers need and want.
Centrelink’s role in local communities, and its commitment to working closely with them to help
customers, has seen a wide range of activities and relationships developed at the national, state, area,
regional and local levels with community organisations; with the business sector; within communities;
and with other levels of government. These can involve Centrelink staff volunteering their time and skills
as individuals to support the communities they live in, and through to local outreach arrangements for
customers, often involving community partners.
In collaboration with community and other organisations, Centrelink also continues to look for ways to
better tailor our services so they are more convenient for customers.
At the local level across Australian communities, Centrelink managers and their teams also build and
maintain contacts with employers, business and industry to ensure that Centrelink is seen as friendly,
accessible and responsive to their needs.
The information and support provided by the business sector, in particular, is critical and Centrelink will
continue to rely heavily on their cooperation. At the same time, Centrelink recognises the competing
priorities faced daily in running a business and it is important that it becomes easier for them to do
business with us.
Centrelink also listens to ideas for improving services at the national level, such as how best to increase
cooperation and links with other service providers and the business sector.
MANAGE REFERRAL PROCESS EFFECTIVELY
Disability employment assistance
During 2003–04, Centrelink continued to build on current practices and processes to more effectively
manage the referral of customers to the most appropriate employment assistance. Two initiatives to
assist in this were introduced over the year.
Disability Employment Assistance Service Provider Survey
The aim of the survey was to assess the quality of the business relationship between Centrelink network
staff and disability employment assistance service providers that are funded by the Department of
Family and Community Services (FaCS).
The survey results showed that the business relationship between Centrelink and individual service
providers was very positive. The feedback and responses helped Centrelink identify ways to achieve
and maintain a higher quality level of business relationships with service providers. These include
building on the existing strengths of our relationships, improving cross-organisational business
knowledge and awareness, and developing effective communication strategies to achieve business
outcomes in line with government policy.
Disability Employment Indicators assessment
As a result of a joint effort involving FaCS, the Department of Employment and Workplace Relations
(DEWR) and Centrelink, a new assessment for job seekers with disabilities was introduced in April 2003.
Called the Disability Employment Indicators assessment, it assists in determining the most appropriate
type of employment assistance for people with disabilities, based on their ongoing support needs.
During 2003–04 Centrelink also worked with FaCS, DEWR and peak disability groups to evaluate the
effectiveness of the assessment and subsequent streaming of customers to appropriate services.
Psychology services
Centrelink has over 250 Psychologists working in our Customer Service Centres to deliver assessment
and referral services on behalf of DEWR and FaCS. Centrelink customers who Benefit from Psychology
services include registered job seekers, mature age customers, parents, and people with significant and
multiple non-vocational barriers. Psychologists assess customers to identify barriers and determine the
level of assistance they require to achieve economic or social participation outcomes.
Centrelink continues to be the ‘gateway’ to the Personal Support Programme, and Centrelink
Psychologists play a key role in referring customers, who often have severe and multiple barriers, to the
Programme. Psychologists identify barriers and provide recommendations for intervention, as well as
liaising with local service providers and providing ‘help desk’ liaison for Personal Support Programme
providers who require customer support advice. They have also been at the forefront of delivering
services to special customer groups—for example, working as part of Centrelink’s Community Units to
assess pre-release prisoners.
As well, Centrelink Psychologists run innovative outreach programs—for example, by working with local
disability services and the community to assess disabled athletes’ level of intellectual impairment and to
help them work towards competing in national championships.
ACTIVELY ENGAGE WITH THE BUSINESS AND COMMUNITY
SECTORS
In 2003–04, Centrelink developed a framework to assist staff to engage with their local communities.
The framework describes the types of activities and relationships that can make a difference and the
minimum expectations for Centrelink’s role in the community. Staff guidelines and other support tools
complement this framework.
The framework identifies four levels of activity:
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
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
Communicating and establishing relationships with people who understand local issues and
problems. Creating relationships with those in the community who understand the demographics
and issues of local communities helps Centrelink to address customer issues more quickly and
effectively. Centrelink establishes these relationships through:
individual staff and team involvement in the community
forming good working relationships with external organisations such as community sector
organisations, government-funded service providers and businesses and industry
Local support of community based organisations, forums or initiatives including participation in
community activities and forums, supporting local expos, and interagency or local network meetings.
Developing cooperative relationships to make existing services more accessible for our
customers. This involves establishing everyday working relationships between Centrelink staff and
people who work in the community, to encourage joint initiatives and make access to services easier
for our shared customers. Centrelink does this through:
supporting local and national events
inviting community members to use Centrelink meeting facilities and welcoming community agencies
into our Offices to deliver services to mutual customers, and sharing the skills and expertise of our
staff
community engagement and consultation through Community Reference Groups as well as liaison
with peak organisations and regional or community groups
establishing links to local and state government agencies, chambers of commerce/ regional
development boards, local service clubs and community interest groups
Establishing outreach partnerships for servicing customers such as out-servicing, to make services
accessible in community based sites; co-location arrangements with other service providers; and
working with industry and business to find simpler ways to exchange customer information.
Working in collaboration with others to adjust existing services to respond to emerging
community issues. Formed with other organisations, these partnership screate more responsive
ways of delivering current services which address emerging community issues and problems that are
faced by our shared customers in accessing services. Centrelink does this through:
early intervention responses to emerging community issues
collaborative solutions to new and emerging community based issues
supporting local and place based approaches
Supporting initiatives or partnerships led by the community which actively create new
opportunities, responses and services to address emerging community issues. These
partnerships are often developed in response to a crisis or developing social problems which have no
solutions available locally. It can involve a range of groups from across the community such as local
clubs, welfare services, health services, churches, and businesses. Through its presence Centrelink
often plays an enabling or supporting role because of the contribution we can make in finding
solutions that use our available human, physical and information resources.
Community Connect
Community Connect is one of the ways Centrelink is building better relationships and developing
collaborative working arrangements with other community based service providers. It allows Centrelink
customer service staff and service providers to share information via a website.
Community Connect is a shared resource with the community sector, providing better outcomes for our
customers and enhancing skills and networks for our people.
Community Connect supports Centrelink in helping customers to participate in, and engage more
productively with, their communities. It is based on developing strong local working relationships and
shared understanding between Centrelink and community service providers at the local, state and
national levels.
In 2003–04, Centrelink’s effort focused on identifying the success factors required to build on this
collaborative approach with organisations such as The Smith Family, the Salvation Army, the
Benevolent Society, the Brotherhood of St Laurence, Domestic Violence Victoria, Mallee Family Care,
and Lodden Mallee Housing Service.
Working together at various outlets, these community service providers and their local Centrelink
Customer Service Centres have provided valuable information about what facilities, resources and
information are of most value to ensure effective links between services for our shared customers. The
feedback has helped Centrelink to improve the Community Connect website with several new features,
including:

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



Centrelink News, which provides up-to-date information about changes to Centrelink payment
arrangements
access to information on a range of community and government services and support
a document library of Centrelink and community information to read or download. This contains links
to Centrelink Information, as well as other publications of interest to workers in the human services
sector, such as the Australian Council of Social Services Emergency Relief Handbook
Centrelink payment rate estimators
access to the websites of the partner providers
A community calendar that allows the public to add details about national and community events of
interest to the human services sector.
Future improvements to Community Connect will mean customers can access Centrelink information
and products and find the solutions they are looking for, no matter which service provider they initially
approach.
Community Reference Groups
In 2003–04, Centrelink continued to work with a number of national Community Reference Groups that
provide direct feedback on and input to Centrelink’s service delivery options and models. These
reference groups include representatives of peak community and service delivery bodies. Several
reference groups have operated for many years. The groups help Centrelink to better understand
customers’ needs and to target services more effectively.
The groups include an Older People’s Reference Group, a Multicultural Reference Group, a Disability
Customer Service Reference Group, and an Australians Working Together Implementation Community
Reference Group. This year a Carers Service Delivery Reference Group was also set up with peak carer
bodies.
Assistance for victims of the Bali tragedy and their families
Many local communities were affected by the Bali bombing and in 2003–04 Centrelink continued play a
role in delivering the Government’s Bali Assistance Package. The package included direct financial
assistance and support through Centrelink’s Social Work Team.
Centrelink was involved in providing:




travel assistance to the Bali bombers’ trials and personal support
travel assistance to the anniversary commemoration in Canberra and Bali and personal support
assistance with workplace, vehicle and home modifications in conjunction with CRS Australia
emergency assistance following closure of the Australian Red Cross appeal fund.
Centrelink maintains strong relationships with victims of the Bali tragedy and their families by case
management through the Family Liasion Officer program and a centralised Bali Hotline and Processing
Team.
HELPING THE EAST TIMORESE COMMUNITY IN YARRA, VICTORIA
Centrelink’s work and support for the East Timorese community in Victoria has been formally recognised
by the Mayor of the City of Yarra. In speaking about Centrelink’s role, the Mayor said: ‘Your valuable
contribution … is recognised and, on behalf of the Yarra community, I would like to thank you for your
support and assistance’.
Currently around 1700 East Timorese live in Australia, with the majority in Victoria. During the year, the
Richmond Customer Service Centre in Victoria organised information seminars in the local community,
which formed part of a collaborative strategy across areas and with other agencies and departments.
The Centrelink Multicultural Service Officers network links up with the communities and helps to
coordinate similar projects across Australia.
Prison servicing and state/federal memoranda of understanding
In 2003–04, Centrelink worked closely with state and territory correctional facilities to reach agreed
prison servicing protocols which provide a more consistent and integrated approach to supporting
prisoners as they are released. To formalise the agreements Centrelink has signed memoranda of
understanding with state and territory corrective services authorities.
Because of this joint work, there is now a greater understanding of roles and processes.It has also
meant higher satisfaction among the agencies involved and better integration of services for released
prisoners.
Service delivery partnerships with the community
Servicing remote communities
In remote communities, Remote Area Service Centres (RASCs) are linking Centrelink with existing
government and non-government services. In the past, remote communities often missed out on
programs and services. However, RASCs provides a centre to support other services and programs and
the introduction of RASCs in Laverton, Yarrabah and Halls Creek has meant new or more regular
visiting services to these communities by agencies like CRS Australia, Literacy and Numeracy providers,
and Job Network members. At the same time, RASCs are working with financial agencies to provide
better income support management arrangements.
These alliances support both increased participation and capacity building in communities. (See also
‘Remote Area Service Centres’ on page 151.)
Centrelink Agents and Access Points
Centrelink’s commitment to improving access and quality of Centrelink services to rural, regional and
remote Australia continued throughout the year with the extension of its network of Agents and Access
Points across the country. Under these arrangements, a range of community organisations such as
neighbourhood centres, local businesses and councils are contracted to deliver services and programs
on Centrelink’s behalf.
The network currently exceeds 340 Centrelink Agents and 160 Centrelink Access Points, with further
expansion planned in 2004–05. Each Agent and Access Point provides a means for customers to
conduct their business with Centrelink and a valuable link between rural/remote communities and
Centrelink. (See also ‘Centrelink Agents and Access Points’ on page 151.)
Hanover Trial
Centrelink’s involvement with Hanover Homeless Services started some years ago when Hanover
worked with Windsor Customer Service Centre to look at the information customers provided in relation
to their personal circumstances, particularly any information Centrelink may have had about people’s
experiences of homelessness.
During the year, staff from Area North Central in Victoria met regularly with Hanover and other
stakeholders such as FaCS, DEWR and the state government to develop the project plan for a new
Hanover Trial. The project will bring together the efforts and resources of all levels of government, local
community agencies and the business sector to achieve positive employment outcomes for this
vulnerable group of customers.
The Hanover Trial is about working better with homeless customers to stabilise their lives and,
ultimately, get in to paid work. A significant milestone in the planning and implementation for this
innovative trial was achieved when the Minister for Family and Community formally announced a grant
of $270 000 to Hanover Homeless Services on 21 April 2004.
Neighbourhood Renewal project
In 2003–04, the Neighbourhood Renewal project was initiated by the Victorian Government. In Victoria
over 95 per cent of public housing residents are on income support payments and have low levels of
workforce participation. Therefore, the renewal project is focusing on working together with communities
to improve these customers’ social and economic participation.
With an emphasis on working together with communities, Neighbourhood Renewal is a whole-ofgovernment approach to assisting disadvantaged communities, and Centrelink has developed a set of
protocols with the Neighbourhood Renewal program in Victoria.
Drought support for farmers
In December 2002, the Prime Minister announced interim income support for drought affected farmers.
Following the announcement, Shepparton Customer Service Centre formed a ‘Drought Team’ to look at
strategies to provide the most efficient service and information to farmers. They also developed a
drought plan that included local information seminars for farmers, where Centrelink could also pick up
farmers’ claims and documents.
Within a short period, 2500 farmers had attended seminars, and Centrelink had processed around 3000
claims from farmers.
The Drought Team developed excellent working relationships and partnerships with the Department of
Agriculture, Fisheries and Forestry, and the many state based drought committees.
The team also participated in community sessions such as ‘Time Out, Community Drought’ gatherings
and public meetings organised by members of parliament.
The drought team was recognised in the national Centrelink awards for their leadership, support and
involvement with drought affected farmers, and received a letter of congratulations and thanks from Dr
Sharman Stone, the Member for Murray.
Community Inbound and Exchange program
During the year, Box Hill Customer Service Centre developed a Community Inbound and Exchange
program for local agencies. The program was organised by two Social Workers with support and
assistance from the Office.
Under the program, local community agencies were invited by Box Hill Customer Service Centre to
spend a day at the Centrelink Office. This was to give them a better understanding of the work
Centrelink does and to reinforce closer working relationships.The program also involves Box Hill
Customer Service Centre staff visiting the participating agencies for half a day, to see where and how
they work and to learn more about the support and services agencies provide to clients. The program’s
objective is to help reinforce partnerships with local agencies and to improve Centrelink’s image in the
community. As well, the exchanges give Centrelink staff more confidence about referring customers to
appropriate services.
Victoria’s Award for Excellence in Multicultural Affairs
During the year, a Multicultural Service Officer from the Darebin Customer Service Centre in Victoria
participated in an interagency project, which tackled racially based tensions amongst people from
diverse backgrounds.
As part of the project, Centrelink sat on a Darebin steering committee with other community participants
including the City of Darebin and various local agencies.
The project brought together people of different faiths, and residents and businesses, who organised a
range of community events that contributed to reducing prejudice and misconceptions.
The project was nominated for an award in Victoria’s Awards for Excellence in Multicultural Affairs 2003.
Attended by the Victorian Premier, the awards ceremony was held at the residence of Governor John
Landy. The Darebin steering committee was presented with an award by the Governor in the category of
‘service delivery to multicultural community and community relations’.
People trafficking
On 13 October 2003 the Australian Government announced a major strategy to combat people
trafficking. The $20 million initiative will complement existing efforts to significantly enhance the
detection, investigation and prosecution of traffickers and improve the range of support available to
victims. As part of this commitment, Senator the Hon Dr Kay Patterson announced a Victim Support
Package, with funding of $5.6 million over four years. The package aims to provide a comprehensive
range of support services to victims who agree to stay in Australia to assist trafficking investigations.
Coordinated by the Office for the Status of Women, the Support for Victims of People Trafficking
Program provides financial and other support to victims around Australia who are assisting with criminal
investigations and prosecutions in Australia. The support provided assists with victims’ living expenses
and their general well being, and includes income support, access to accommodation, medical
treatment, basic legal advice, counselling, training and social support.
Centrelink’s Social Work Services became involved as part of a ‘whole of government approach’ to
people trafficking. This approach places an emphasis on stakeholders working together to deliver
integrated solutions to social problems across a number of government sectors. As part of an interim
measure, Centrelink’s National Manager of Social Work Services, Desley Hargreaves, was approached
to provide interim case management services for the victims of people trafficking. A communication and
operation protocol was developed and signed by critical stakeholders, including Centrelink, the
Australian Federal Police, the Department of Immigration, Multicultural and Indigenous Affairs and the
Department of Prime Minister and Cabinet.
The protocol outlined case manager roles and response expectations within prescribed time periods.
The case management role incorporated a crisis intervention framework, requiring social workers to
facilitate immediate access to a coordinated range of services.
An integral component of the program was the establishment of key contacts to facilitate the negotiation
of services. For example, professional staff through Medicare Offices facilitated the arrangement of
medical appointments. The provision of a single point of contact within Centrelink similarly ensured
seamless access to payments. Most importantly the cooperative framework established across
government departments ensured open communication and access to information as required, and
provided the framework for future inter-agency cooperation.
Shanghai tour
For six weeks in late 2003, Area Brisbane hosted a study tour for nine delegates from the Shanghai
Municipal Labour and Social Security Bureau. Sponsored by the Australian Government, tour delegates
spent time in the Area Office, Customer Service Centres and the Brisbane Call Centre, to learn about
the Australian welfare system in general, as well as how things work in practice at the front line.
On the first two days of the tour, delegates attended a two-day orientation program conducted by FaCS.
On day three, the delegates were welcomed to Area Brisbane office.
As part of their tour, delegates travelled to Stradbroke Island to find out about the work of Centrelink
Agents and to discuss remote servicing and Indigenous issues. On the island, delegates also met
Aboriginal elders at the Aboriginal Housing Cooperative.
During the six weeks, delegates were placed in various Customer Service Centres to see how they
operate. This included time spent at reception and with new claims, customer support and participation
team staff.
At the Brisbane Call Centre, delegates listened to operators dealing with customers over the phone.
HABITAT—PREVENTING FAMILY HOMELESSNESS
As one of the participating organisations in the Family Homelessness Prevention Pilot projects, Wyong
Customer Service Centre worked in partnership with community organisations to target people identified
as ‘at risk of homelessness’. The Family Homelessness prevention project involved eight Centrelink
Offices across Australia, working in partnership with a local community agency. In large part, the
success of the Wyong ‘Habitat’ pilot has relied on the excellent working relationship that developed
between the Centrelink Social Worker and the partner agency, Uniting Care Burnside. Burnside has a
strong focus on early intervention, and runs a number of other family programs using strengths based,
whole-of-family approaches.
Many customers referred to Habitat reported positive outcomes for themselves and their families
including more stable housing, better links to other community support, improved social connections,
and completion of vocational training. Several parents also said that Habitat staff worked with them to
keep their adolescent children in education, with many now keen to go on to further study.
The Centrelink Social Worker at Wyong Customer Service Centre also plays an important role in
educating Centrelink staff about homelessness issues and encourages them to refer customers to
Habitat, when appropriate.
Based on the success of all eight pilots, in 2003–04 funding was allocated to extend them for another
four years.
Women in Transition—a Parramatta Action Group for Families project
During the year, the Parramatta Action Group for Families Women In Transition project continued to
achieve positive results.
Edna Lee, Social Worker at the Parramatta Customer Service Centre recognised the isolation of the
women from the many diverse cultures within her local community and established this project in 2002.
The project now has 50 members, representing government and non-government organisations, with
staff from Parramatta Centrelink
Customer Service Centre playing a key organising role.
Partners in the project include the Granville Multicultural Community Centre; the Harris Park Community
Centre; Granville TAFE Outreach; The Smith Family; the Baulkham Hills/ Holroyd/Parramatta Migrant
Resource Centre; Parramatta City Council; the Immigrant Women’s Speak out Association; the
Cumberland Women’s Health Centre; the Parramatta Community Health Centre; Breast Screen Greater
Western Sydney; the Parramatta Business Enterprise Centre; and Centrelink Parramatta.
The aim of the Women In Transition Project is to provide a forum for socially disadvantaged women to
participate in craft and personal development activities, facilitate social integration, learn new skills,
increase self-reliance, and build the community’s social capital.
As part of the project, from October to December 2003, 11 women from diverse cultural and linguistic
backgrounds completed a nine-week TAFE certificate course, which included producing health and
beauty products and learning about women’s health issues, vocational and small business options,
financial services, and Centrelink services. A second Woman in Transition Group includes a participant
from the first group as the craft trainer, who is now paid by Granville TAFE Outreach as a part-time
teacher. As well, because of the project, a new range of professional health and beauty products has
been developed.
IMPROVE THE EFFECTIVENESS OF OUR INTERACTIONS WITH
BUSINESS
Medical liaison project
In May 2003, Centrelink began implementing a communication strategy with the medical community.
The strategy was designed to focus on relationship building with the medical community on a local level
through Medical Liaison Coordinator positions located in each Centrelink Area Support Office.
During the year, the Medical Liaison Coordinators worked with Customer Service Centres to develop
and establish sustainable relationships with the medical community across Australia.
Each area coordinator was responsible for raising the profile of the project in their area and supporting
staff in Customer Service Centres. This included developing outreach plans with each Customer Service
Centre, assisting with appropriate presentation material, identifying the target audience, and establishing
the most suitable way to work with the medical community.
Improved relationships resulted because:
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awareness was raised among general practitioners of the issues surrounding Centrelink medical
information requirements, ensuring better assessment processes for people with disabilities
introduced in the 2001–02 Federal Budget
the quality of medical information provided was improved in support of claims for income support
payments, which ensured that claimants received the most appropriate payment, given their
individual circumstances and the relevant eligibility criteria
The understandings gained of each other’s issues meant a more amicable working relationship was
generated between Centrelink, general practitioners and other medical providers.
Income Confirmation service
Introduced in October 2002, Income Confirmation allows state and territory housing authorities to
receive a Centrelink customers’ income and payment details electronically so they can determine
eligibility for housing assistance. As part of the service, a customer must authorise Centrelink to release
their details electronically to housing authorities.
The main benefits are:
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one contact for the business with our customer
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An immediate service response that means customers do not have to deal with Centrelink and a
housing authority several times to complete their business.
From 1 July 2003 to 30 June 2004, Income Confirmation recorded 291 616 transactions.
Future directions for Income Confirmation services include:
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continuing to work with the Department of Human Services, Victoria in implementing Income
Confirmation
encouraging customers to use self-service facilities to request housing authority income statements
through the Internet and over the phone
Working towards extending Income Confirmation to other government agencies, businesses and
community organisations who have a requirement to obtain Centrelink customers’ income
information.
Customer Confirmation e-Service
Customer Confirmation e-Service (CCeS) allows organisations, such as utility companies and local
councils—who give concessions to certain Centrelink customers—to use the Internet to confirm the
customer’s payment status.
Covered by a strict security, privacy and confidentiality regime, the service is provided on a small fee-forservice basis and can be used once a customer gives their consent for the release of limited details. As
at 30 June 2004, there were 289 concession providers using CCeS.
In a joint initiative with the Department of Veterans’ Affairs (DVA), CCeS also allows concession
providers to confirm the concession status of DVA customers. There are currently 198 combined
Centrelink/DVA concession providers using CCeS for this reason.
Future directions for Customer Confirmation e-Service include:
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marketing the service to other concession providers in Australia (approximately 1000 providers)
continuing to improve the CCeS with additional features, such as the ability for concession providers
to produce customer income statements
Working with Australian and state/territory government agencies to offer a whole-of government
approach to CCeS.
IMPROVE OUR IMAGE IN THE COMMUNITY
Centrelink continued to build its recognition and reputation in the community throughout 2003–04.
Network marketing trial
A customer’s most tangible experience with Centrelink is in Customer Service Centres.
Feedback from research and from customers shows that customers need a more consistent and
predictable environment where it is easy to join a queue, see a Customer Service Officer, or pick up
printed information about payments and services.
During the year, the Network Marketing project trial in Tasmania was developed and implemented to test
the best approaches to meeting these needs.
The idea was to develop marketing guidelines and tools for Customer Service Centres that would deliver
the consistency customers were asking for; would Benefit staff and the community; and would ensure a
consistent Centrelink image.
Benchmark research helped to set project priorities, which included the need for better product
information displays and display infrastructure, as well as a review of marketing guidelines.
Trial changes have included a new ‘look and feel’ for public contact areas; a new front of- house video;
prioritised and logical brochure display units; and promotional thematic displays.
The project was fully implemented by early June 2004, and initial top-line evaluation reports are very
positive. Roll-out of Network Marketing nationally depends on funding availability.
Co-branding
In late December 2003, Centrelink received formal direction and instructions from the Department of
Prime Minister and Cabinet in relation to co-branding that is, combining Centrelink’s existing logo and
the Commonwealth crest.
In line with the direction all new forms and publications are being co-branded with changes to
Centrelink’s website largely in place by 30 June 2004.
Co-branding will continue to be rolled-out across the organisation during 2004–05.
Property management
The look and feel of Customer Service Centres is critical to ensuring positive experiences for customers.
With this in mind, Centrelink Property and Services has targeted the standard of Office cleaning as a key
part of Centrelink’s presentation.
New, geographically zoned, cleaning contracts were progressively implemented from November 2003.
The whole Customer Service Centre network is now covered by contracts that have resulted in much
improved standards of cleaning. At the same time, there have been significant reductions in cost.
Consistency and quality of presentation is also being addressed through the three year appointment of
Woodhead International in February 2003 to provide services as Centrelink’s corporate architect.
This contract will complement the existing property and architectural design work already done by the
Area Support network. New fi tout design standards for Customer Service Centres, Call Centres,
Processing/Contact Centres and Area Support Offices will be established and documented. All building
technical standards will also be reviewed.
The work will help Centrelink to make informed decisions when selecting future Office sites, through
closer alignment to Centrelink business directions, image and style. The national focus of the contract
should also deliver more consistency across the network in Office design and layout.
Good news campaign
Publicising the involvement of Centrelink staff in local fundraising and community relations was the focus
of this year’s ‘good news’ campaign.
The result was a significant spread of grass-roots news stories, with 95.2 per cent of Centrelink
Customer Service Centres, Call Centres and other service outlets experiencing positive exposure in their
local media.
International Day of People with a Disability
In 2003–04, Centrelink provided support to the National Information and Communication Awareness
Network to coordinate International Day of People with a Disability celebration. Additionally, Centrelink
supported the day by holding events in communities around the country.
In Australia, the International Day is seen as a significant event within the disability sector and an
opportunity to celebrate and recognise the achievements of people with disabilities. The day involves
little financial cost to disability organisations because it centres on people with a disability and their
contribution to our society, rather than a fundraising ‘cause’.
NAIDOC Week
For Australian Indigenous people, one of the most important weeks this year was 7 to 14 July. During
NAIDOC (National Aboriginal and Islanders’ Day Observance Committee) Week, Indigenous people join
together in celebration of the survival and continuation of their culture. As part of their ongoing support
and commitment to Indigenous people, Centrelink joined in the NAIDOC Week celebrations. Staff at
Offices around the country took part in community events such as fl ag-raisings and cultural
performances. NAIDOC Week continues to grow each year and Centrelink is proud to be a part of it.
National Families Week
Now in its second year, National Families Week was held from 9 to 15 May 2004. The event aimed to
build awareness of issues relating to families and to recognise the important place of families in the
Australian community.
National Families Week coincided with Mothers Day on 9 May and the International Day of the Family on
15 May, making it a busy week for Australian families.
Families Australia, a national peak organisation promoting issues facing Australian families, was funded
by the Department of Family and Community Services to coordinate the event nationally, and worked
closely with Centrelink in this role.
The theme for National Families Week in 2004 was ‘Celebrate Your Family’, and in line with this theme
more than 120 Centrelink sites hosted grass-roots celebrations.
The activities included information stalls and sausage sizzles at Centrelink Customer Service Centres;
art competitions displaying family-themed artworks by school children, visits to hospitals to present new
mums with bouquets of flowers; and family festivals held at shopping centres and community venues.
A National Families Week special edition of Centrelink’s Community Update magazine commemorated
the event and was mailed to more than 20 000 community organisations around Australia.
National Families Week provided an opportunity for Centrelink to demonstrate its commitment to
supporting Australian communities and strengthening the quality of life for Australian families.
ENABLE TRANSACTIONS INVOLVING THIRD PARTIES TO BE
CARRIED OUT EFFECTIVELY
Centrepay
Centrepay was developed by Centrelink to enable customers to make deductions from their Centrelink
payments, so they can better control their budget, meet their living expenses, and become more
financially secure.
Centrepay allows deductions to be made from a customer’s Centrelink payments and be paid directly to
participating organisations to cover costs such as private rent, water and electricity costs, court fines,
and household items.
Over the years, the number of Centrepay options has extended to payment for services such as
education, child care, home care, professional insurance, medical services and equipment, household
goods, nutrition programs, travel and transport.
In 2003–04, Centrepay continued to maintain and establish new relationships with businesses and
community based organisations. There are now over 9879 service providers around the country making
Centrepay available to their customers. As at 30 June 2004, there were 158 229 customers using
Centrepay.
Centrepay is a voluntary and free service for customers. Participating client organisations are charged a
transaction fee for each deduction. Participating organisations consider Centrepay to be cost effective,
as it assures them regular and reliable payments for their services.
Community organisations support Centrepay as a useful budgeting and early intervention tool for
Centrelink customers.
Indigenous Centrepay initiatives
During 2003–04, Centrelink developed a strategy to market Centrepay to the Indigenous servicing
network, including Centrelink Agents, social welfare agencies, financial advisers, and other community
support organisations.
Public relations material was developed to assist Centrelink’s Centrepay Account Managers and
Indigenous Services Units to encourage customers and organisations to use Centrepay. Centrelink also
prepared a promotional video, showing how to use Centrepay for rent, education fees, prepayment of
funeral expenses, and nutrition programs. Two versions of the video are available—one targeting
customers, and the other targeting organisations.
By ensuring a more secure income base, Centrepay has contributed significantly to Indigenous
communities through increased revenue and subsequent increases in housing stock and maintenance
programs. Centrepay also provides support for other Indigenous specific programs including child
nutrition, health care, education, funeral benefits, substance abuse rehabilitation, banking, and family
income management.
Future directions for Centrepay include:
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creating a self-service option that allows customers to start, vary or cancel their Centrepay
deductions via the Internet, meaning less need to complete forms or contact Centrelink
negotiating arrangements so that customers no longer need a form, but can initiate Centrepay
deductions by phoning Centrelink Call
establishing a centralised Business Support Unit to provide more effective and efficient service to
client organisations and customers
continuing to increase the number of client organisations who offer Centrelink customers Centrepay
as a payment option
Increasing the number of customers making Centrepay deductions.
Rent Deduction Scheme
The Rent Deduction Scheme (RDS) allows Centrelink customers living in public housing to have their
housing related payments such as rent, loans and arrears deducted from their Centrelink payments.
The RDS is free for customers, however housing authorities pay transaction fees.
The scheme is voluntary, and provides customers with an easy way to manage their government
housing payments, and helps to prevent rental arrears, debts and evictions. All state and territory
housing authorities use the RDS and the number of customers using this service continues to increase.
In 2003–04, 260 000 customers used the scheme, an increase of 5.25 per cent on 247 024 customers in
2002–03.
National Service Improvement Project
The National Service Improvement Project is a Ministerial Online Council initiative managed by the
Australian Government Information Management Office, under the direction of its Integrated
Transactions Reference Group. It aims to provide a framework to improve whole-of-government, multiagency, collaborative service delivery to citizens in a way that is secure and respects privacy.
Centrelink, along with representatives from the Australian, state, territory and local governments have
developed the framework structure and agreed on the upper tiers of the framework. Collaboration
principles and statements of intent to collaborate have received Online Council approval.
As part of the project, Centrelink’s business products and services are being used in selected trials
which aim to demonstrate how the framework will provide greater cross agency and cross jurisdictional
collaboration to achieve improved services to citizens, business and other government agencies.
Electronic Employer Reporting
Centrelink is required to confirm the earnings of income support customers to ensure that they receive
correct payments. The correctness of payments is monitored in a variety of ways, including checking
income details with a customer’s previous and current employer. This normally occurs by sending a
letter directly to an employer who is required to reply within a fixed timeframe, usually 14 days.
Electronic Employer Reporting provides some businesses with an alternative to the existing paper based
arrangements. It also eases the administrative burden on employers; improves the verifi cation process;
reduces the need for Centrelink to seek Confirmation from businesses through additional review
procedures; reduces the requirement for customers to contact Centrelink; and provides greater accuracy
of information reporting, thus reducing the possibility of overpayment.
Centrelink is implementing electronic reporting for business so that it requires only minimal business
information and technology capability—a desktop payroll system, and an Internet connection. When
customers provide their consent, these arrangements allow businesses to electronically report the
earnings of their employees who are also Centrelink customers.
Over time, electronic reporting will be extended to businesses such as nursing homes and educational
institutions and allow them to report relevant changes in customer circumstances to Centrelink online.
Employer reporting for business services
A ‘business service’ (also known as a supported employment service) employs people with disabilities.
Business service workers are unlikely to enter competitive paid employment at or above award wages,
and often need substantial and ongoing support to stay in their jobs.
In a recent initiative, employer reporting for business services started to use Centrelink’s electronic
reporting capability. The initiative allows business services to submit regular electronic reports to
Centrelink on employees’ earnings.
This recognises that many Disability Support Pension customers have high support needs and may find
it difficult to meet their new reporting obligations under the Working Credit initiative.
Since the introduction of Working Credit in September 2003, 95 business services have commenced
reporting the earnings of their Disability Support Pension employees (approximately 7950 staff) to
Centrelink each week or fortnight. Another 25 business services are currently going through the
registration process, and many more have expressed interest in participating in this initiative. More than
10 000 business service employees have also signed consent forms.
Feedback from participating business services and their employees has been very positive, and the
success of this initiative is paving the way for an expansion of electronic information reporting to
Centrelink by third parties.
OUR CUSTOMERS
CHAPTER FIVE
OUR CUSTOMERS
GOAL
To provide access to high quality services recognising the diverse needs, preferences and expectations
of our customers, consistent with government policy.
TOP-LEVEL RESULT
Overall customer satisfaction with last Centrelink contact.
FIGURE 8: OVERALL CUSTOMER SATISFACTION WITH LAST CONTACT WITH CENTRELINK,
NOVEMBER 1999 TO APRIL 2004
TARGET
85%
RESULT
86%
Source: Customer Service Centre satisfaction survey and Call Centre satisfaction survey, DBM
Consultants.
HIGHLIGHTS FOR 2003–04
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customer satisfaction with last Centrelink contact continued to grow and reached a new high of 86.2
per cent
increased range of self-service options extended to a number of customer groups, via the Internet
and telephone (see page 145)
Increased range of Internet transactions available to customers, allowing customers to access their
own records and conduct a broader range of online business (see page 141).
increased number and range of out-servicing activities (see page 141)
Improved customer service experience through the introduction and expansion of innovative delivery
approaches (see page 123).
DESCRIPTION
Centrelink’s 6.5 million customers represent a broad cross-section of the Australian population. They
come to Centrelink for assistance of many kinds—ranging from income support through to help with
making the steps that will move them along a path to greater economic participation.
The diversity of our customer base is a major issue for the design and delivery of Centrelink services.
Recognition and understanding of the breadth of personal, social and economic barriers that customers
face in their everyday lives has been a key element of Centrelink’s work in improving its service delivery
approach.
Whether those seeking assistance from Centrelink face particular barriers such as speaking a language
other than English as their first language, living in a remote community, being in a crisis situation,
dealing with substance addiction, or supporting someone with an illness or injury, Centrelink seeks to
offer service solutions that reduce the complexity of accessing Government services.
Our customers have told us that there are eight key areas they want Centrelink to focus on to improve
the customer experience. These are:
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staff capability—attitude and knowledge
promptness and consistency of our service
on-paper communication
management of mistakes
aligning their future servicing arrangements with customer expectations and preferences
working with our customers and the broader community to achieve positive outcomes
improving the Customer Service Centre environments
acess to and integration of services.
Centrelink’s Future Directions 2003–2006 identifies five key strategies that reflect our commitment to
these expectations by making our servicing arrangements accessible, supportive, seamless and focused
on achieving positive outcomes for all our customers.
KEY STRATEGIES
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support participation (page 111)
improve the consistency of the customer experience (page 118)
provide appropriate service offers for customers’ life events (page 129)
value our relationships with customers through more effective management of contacts(page 137)
Improve access for customers (page 141).
Our customers
For many of our customers, 2003–04 heralded a major shift away from traditional ways of doing
business with Centrelink.
Increased opportunities were opened up for some customer groups to use self-service— either on the
Internet or the telephone (using Natural Language Speech Recognition). Customers responded by
adopting these new service options in significant numbers—not surprising given both the convenience of
self-servicing and the growing comfort and confidence in many communities about using newer
technologies.
In the last year, other work on increasing service options has paved the way for Centrelink customers to
access their records and conduct a much broader range of Internet based transactions from 2004–05. A
key element of this work is the Customer Account, which will be accessible via the Internet and will
enable customers to view and update a range of their data.
A focus on the needs of specific customer groups has led to several initiatives that will improve the
accessibility of Centrelink’s services. Another six Remote Area Service Centres have been established
in Indigenous communities and expansion of the Centrelink Agent and Access Point networks continues.
To support blind and visually impaired customers who want to use self-service options without
assistance, plastic credit style cards with names and customer reference numbers printed in braille and
large font have been issued. A number of projects have also focused on the building of Centrelink’s
understanding of the challenges facing customers of diverse cultural and Linguistic backgrounds,
including refugees.
As in previous years, local initiatives featured strongly in the development of service solutions designed
to address the issues facing communities serviced by Centrelink. A particular focus for the past year has
been on reaching the most disadvantaged, many of whom have difficulties accessing government
services. This has led to an increase in the number and range of out-servicing activities (where
Centrelink Officers deliver services out in the communities rather than from Customer Service Centres),
including to prisons and to homeless people.
Our efforts to change and improve customers’ service experiences through the introduction and
expansion of innovative delivery approaches have been complemented by an ongoing commitment to
providing a range of problem resolution options to customers whose experience of Centrelink has not
been entirely satisfactory.
This focus on service recovery recognises that the way we respond to service failures is as important as
the quality of the initial service experience. With this in mind, there has been a focus on improvements to
the collection and analysis of feedback to Customer Relations Units, the development of stronger
relationships with external review bodies, and a commitment to resolving customer concerns quickly at
the local level, whenever possible.
The reporting year has also been important in terms of significant service improvements, which have
increased the accessibility and choice of how customers access Centrelink’s services, and other work to
build our understanding of customers’ needs, expectations and preferences.
SUPPORT PARTICIPATION
Centrelink supports income support recipients to prepare for re-entering the workforce by encouraging
customers to increase their economic and social participation in their community. Participation is defined
as ‘all progress towards work outcomes including personal and skill development, training and
volunteering.’
Personal Advisers
Personal Advisers and Jobs Education Training (JET) Advisers provide personalised assessment for
specific customer groups identified as disadvantaged in the labour market. Since the introduction of
Personal Advisers under the Australians Working Together (AWT) initiative in 2002–03 (see page 62),
many customers have been motivated and challenged by their Personal Adviser or JET Adviser at their
interview. Personal Advisers and JET Advisers provide professional advice in a supportive environment
and help people achieve greater social and economic participation wherever possible.
Expansion of services provided by Personal Advisers
From September 2003, Personal Adviser support was extended to Newstart Allowance customers aged
50 or over and Personal Advisers now provide individualised services and additional support to people in
the following groups:
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mature age people aged 50 or over and receiving Widows Allowance, Partner Allowance, Newstart
Mature Age Allowance or Newstart Allowance
parents receiving Parenting Payment whose youngest child is aged up to 12 years
people recently released from prison who claim Newstart Allowance or Youth Allowance
Indigenous people claiming Newstart Allowance or Youth Allowance
Activity Test exempt people claiming Newstart Allowance or Youth Allowance who are granted
certain exemptions from the Activity Test
certain incapacitated people seeking an exemption from the Activity Test due to a medical incapacity.
Phase 2 of the AWT initiative from September 2003 has also seen the introduction of new, flexible
participation requirements for a number of customer groups:
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Newstart Allowance recipients aged 50 or over are required to attend an annual participation
planning interview with a Personal Adviser and may have access to a more flexible participation
framework than those aged less than 50 years.
New claimants of Widow Allowance are required to attend an annual participation planning interview
with a Personal Adviser.
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customers receiving Parenting Payment for at least six months with a youngest child aged at least six
years old are required to attend an annual participation-planning interview with a Personal Adviser.
customers receiving Parenting Payment for at least six months with a youngest child aged 13 or
older are also required to attend an annual participation-planning interview and to undertake up to
150 hours part-time activity in each six-month period. The JET Adviser generally provides support for
these people.
Recruitment and training
With the extension of Personal Adviser assistance to a wider range of customers, additional Personal
Advisers were recruited. These Personal Advisers undertook a comprehensive 13-week training
program starting in August 2003.
In response to feedback gathered via the post-implementation review of Phase 1 AWT training, a
different approach to training was adopted for the newly recruited Personal Advisers. The training was
delivered via a case-based format with appropriate on-the-job modules to reinforce learning and
included a nationally standardised induction package for new Centrelink staff.
Other Centrelink staffs, including current Personal Advisers and JET Advisers, were given appropriate
training relevant to their role to cover Phase 2 AWT enhancements.
The outcomes Personal Advisers are seeking to achieve
One goal of the AWT initiative is to reduce the proportion of working-age people receiving income
support. The Personal Adviser role aims to encourage and support each person to determine their own
future, and to actively participate in the community in a way that is appropriate to their individual
circumstances. For some customers this may also mean encouraging and supporting various forms of
social participation such as voluntary work, before moving towards paid employment.
By providing assistance at the earliest possible stage, Personal Advisers can make a better assessment
of each customer’s needs and:
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address possible barriers that may affect some customers’ ability to Benefit from mainstream
assistance programs
work alongside Centrelink specialist staff to make more appropriate and better-targeted referrals for
assistance
provide greater levels of support for customers once they begin to take part in an assistance program
or activity, to ensure that they are able to participate actively and effectively
reduce the numbers of breach penalties being incurred by some job seekers in vulnerable customer
groups.
Personal Adviser successes
MOVING FROM REDUNDANCY TO APPRENTICESHIP
By helping people through difficult times in their lives, Personal Advisers are getting good feedback from
customers. One Personal Adviser said:
‘I received a phone call from a customer a couple of months ago. His sister-in-law, who I had seen
earlier in the year, had given him my number and he was hoping we could have a chat.
‘He had been made redundant by his employer a year ago and since then he had been on Newstart
Allowance while he looked for work. He was convinced that his age (he was over 50) was working
against him when applying for new jobs, and this was causing him much frustration. We sat down and
discussed the options available to him, as well as alternative types of employment, such as Community
Jobs Projects and Mature Age Apprenticeships—many of these were options he had never considered.
‘When he came back to see me last week, he had just been accepted as an apprentice panel beater!
Although he will be starting on a relatively low wage, he is delighted to be employed and to be learning a
new trade that will take him through to retirement.’
SOLVING PROBLEMS AND BRIGHTENING VISIBLY
Personal Advisers are trained to tap into community support networks to help customers, for example:
‘In my short time as a Personal Adviser I have encountered many customers whose circumstances have
reinforced the need for and the value of the Personal Adviser role. ‘Just recently I interviewed a single
mother of two. On the surface she appeared to be a healthy young woman raising her children—an
impression soon shattered as she opened up and talked about her problems.
‘She had serious health issues that she was doing her best to ignore because the money she had was
going on paying her daughter’s dental bills. As well, her other child has serious behavioural problems,
which take up a lot of the mother’s time. In addition, she was caring for an alcoholic relative and cleaned
his house a couple of times a week.
‘I referred her to the local health service for medical treatment and physiotherapy and free dental care
for her children and to Parent zone for help with her son and relative. She brightened visibly when she
understood how much help was available to help solve her problems.’
Centrelink Assessment Model
The Centrelink Assessment Model is being developed to maximise customer participation. In November
2003, an early version of the model was presented to our three major client departments (the
Department of Family and Community Services (FaCS), the Department of Employment and Workplace
Relations (DEWR), and the Department of Education, Science and Technology (DEST)).
The Centrelink Assessment Model builds on the AWT initiative and DEWR’s Active Participation Model.
It aims to improve participation outcomes by:
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streaming customers to the most appropriate participation assessing Officer at their first contact with
Centrelink
ensuring customers are quickly referred to the right program and/or service following assessment,
including rapid engagement with the Job Network
giving voluntary customers the choice at first contact of immediately accessing participation options
including the Job Network.
Indigenous Customer Breach Prevention Projects
A Centrelink working group formed to focus on Indigenous customer breaching issues with the aim of
promoting improved servicing of Indigenous customers in relation to breaching. This includes better
statistical reporting and analysis of breach data, and communication and promotion of best practice
procedures throughout our network.
A project was established in Moree and Goondiwindi regions (spanning New South Wales and
Queensland) to:
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engage the local community, including their involvement in developing local strategies to help reduce
breaching
Increase community input to strategies designed to improve individual understanding of information
provided about government policies and appeal rights.
Initial findings have assisted in identifying consistently emerging community issues and will contribute to
the development of better practice initiatives.
Community Participation Agreements
Community Participation Agreements (CPAs) were included in the Australians Working Together
initiative in 2001. Voluntary CPAs have been developed in remote communities encouraging customers
to contribute to their community in return for income support. Centrelink continues to work in partnership
with Aboriginal and Torres Strait Islander Services (the lead agency), Family and Community Services
(FaCS) and the Department of Employment and Workplace Relations (DEWR) on this initiative.
Introducing participation requirements through CPAs is a significant aspect of welfare reform. These
initiatives are also potentially important as part of a response to the many problems—such as social,
economic and health issues—being experienced in remote communities.
Implementation strategies have been developed jointly by multiple agencies, under the direction of the
secretaries’ group for Indigenous Issues.
BUILDING SELF-ESTEEM TO INCREASE PARTICIPATION
Fraser Coast Centrelink Offices, encompassing Hervey Bay and Maryborough, recognise that raising
customers’ self-esteem is vital to customer participation. To help with this, the Offices launched a Mature
Age Self-Esteem program for customers aged 50 years and over. The program is designed to build
people’s self-esteem so they have more confidence to actively seek employment and/or to increase their
social participation.
The program involves the Fraser Coast Centrelink Psychologist delivering six, one and a half-hour
sessions for customers, over six weeks. Throughout the six-week program, participants are given myriad
opportunities to actively participate in activities, and discussions and group activities are set to
encourage interaction between participants.
The courses were well received by participants and most of them completed all six sessions. Future
programs will be extended to include customers on Parenting Payment who have activity requirements.
Similarly, the Hervey Bay Office has been working closely with the community to assist young women at
risk to build their self-esteem, and set goals for their future through craft and self-expression. Called
Active8, the program runs over eight weeks for young women aged 15 to 16 who have been identified as
at risk through their schools.
The program is a partnership between several agencies, including Reconnect Youth Service,
Queensland Police, Women’s Health, Women’s Domestic Violence Service and Centrelink.
Many of the young women involved said that they now see Centrelink and its employees in a different
light. In the words of one participant:
‘The program was extraordinary; it was very helpful to know that someone cared enough to produce this
program. The program boosted our confidence tremendously, changed our outlook on life and stopped
some from wagging because we felt better about ourselves and other people around us.’
MAKING THE TRANSITION TO COMMUNITY PARTICIPATION AND PAID WORK
For ex-offenders, employment and supportive family relationships are key factors when it comes to
making the transition from prison to economic and social participation.
Centrelink’s Area West New South Wales Prison Servicing Unit, in collaboration with DEWR, local Job
Network members and the Pre Release Programs Unit of the New South Wales Department of
Corrective Services are working cooperatively to provide a seamless service to inmates participating in
work release programs.
Delivered from John Moroney Correctional Centre in western Sydney, inmates eligible for work release
are registered and linked with local Job Network members. The Job Network supports participants by
helping them to find paid work prior to their release from prison. In June 2004 this pilot will extend to
Silverwater Correctional Centre near Parramatta.
In partnership with Relationships Australia, Children of Prisoners Support Group, the New South Wales
Department of Correctional Services, Throughcare and Silverwater Correctional Centre, the Prison
Servicing Unit is also involved in developing the ‘Growing Together—Parents and Kids’ program.
Under the program, pre- and post-release camps are held for inmates and their families. These camps
are to work through difficult issues, draw on existing family strengths, and to encourage ex-offenders to
take part in community life and look at opportunities for paid work.
Engaging multicultural communities in participation
Centrelink is committed to assist and support customers from Diverse Cultural and Linguistic
Backgrounds (DCALBs) move toward joining or returning to the workforce. Key priorities adopted by
Centrelink’s Multicultural Services Business Team for DCALB customers in 2004 have been to:
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build better partnerships with agencies and community groups to ensure multicultural customers are
better able to participate in various programs and services
tailor Centrelink communication, access, participation and service delivery strategies to the needs of
these customers
assist Centrelink staff in developing greater awareness of the issues affecting migrant and refugee
customers
equip staff with skills and strategies to effectively service these parents and link them to appropriate
services, programs and necessary support.
Centrelink also develops strategies that encourage an ‘all of community’ approach to providing the
necessary assistance and support to our mutual refugee and migrant customers during their pathway to
work.
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In 2004 an internal working party was set up to act as a consultative forum to help identify issues and
address gaps in services and support for migrants and refugee customers as they move towards
entering or returning to the workforce.
Centrelink has conducted consultation with various multicultural customer groups to find out directly
how customers think Centrelink could improve services in this area. These consultations have
enabled the organisation to identify good practice as well asgaps in servicing.
Centrelink has also undertaken several projects focusing on participation and customers from diverse
cultural and linguistic backgrounds. These projects aim to address a range of issues such as staff
training, improved communication, outreach and collaboration with external agencies and community
groups.
Social Workers supporting participation
During 2003–04, Centrelink Social Workers in South Australia trialled a group work program for parents
receiving Parenting Payment from Centrelink and whose youngest child was turning 13. The aim of this
program was to increase the parents’ social and economic participation.
The program set a number of goals to achieve this aim:
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to enhance the participants’ self-esteem
to increase their knowledge of the community and available resources
to give participants an understanding of the benefits of participation for themselves and the
community
To have participants set goals and plan actions that would increase their social and economic links
with the community.
The group ran for eight weeks with seven participants attending each session. Six were sole parents and
none were employed or studying when the group commenced.
Over the eight week period a range of topics was covered including: planning for the future,
volunteering, education, and parenting. There were presentations by a number of guest speakers such
as Centrelink JET and Personal Advisers, TAFE and high school career counsellors, volunteer
coordinators, and community youth workers.
The participants met one month after the group finished, and a further evaluation was conducted three
months after the group ended, to assess the participants’ progress towards undertaking social and
economic participation activities.
The evaluation found that all members had increased their level of participation within the community.
Prior to attending the group none of the participants were involved in study or employment. Now every
participant is actively undertaking some kind of study, employment or volunteer work, and in many
instances they are undertaking a combination of these activities.
Many of the women who participated in the group had been out of the workforce for an extended time
since having their children and had not studied recently, if at all. They had not considered their future or
what direction they wanted to take, and had not made any plans in relation to this. The direction and
motivation that they gained from participating in the group was instrumental in assisting them to be more
engaged with their community, and to undertake participation activities.
The responses to the evaluation indicated that many of the participants were unaware of services
available in their community and also through Centrelink. This information was an essential component
in their forward planning.
This innovative approach demonstrates the contribution that Centrelink’s Social Work service is able to
make in supporting customers to achieve greater levels of social and economic participation. It also
demonstrates Centrelink’s ability to deliver services in alternate ways. While this model was trialed for
only one customer group (parents whose youngest child was turning 13), the evaluation indicates that it
would be a useful program for all customer groups that have or will have a compulsory participation
requirement. Planning is currently underway to extend this program to other customer groups.
IMPROVE CONSISTENCY OF CUSTOMER EXPERIENCE
Customer satisfaction surveys
Centrelink continues to monitor customer satisfaction with its service through regular surveys. These are
to ensure a continuing focus on improving customer service, as well as identifying emerging customer
needs.
The three types of surveys include one that looks broadly and holistically at Centrelink’s service and how
well it delivers against what customers’ value, and two others that cover the quality of service provided
the last time a customer rang up or visited an Office. Over the year, these surveys captured the views of
around 73 000 customers.
Overall customer satisfaction with Centrelink
In November 2003, 81 per cent of customers rated the overall quality of Centrelink’s people, services
and information as either ‘good’ or ‘very good’. This is Centrelink’s highest satisfaction rating to date and
is a 4 per cent increase on the previous year’s result of 77 per cent.
FIGURE 9: OVERALL CUSTOMER SATISFACTION WITH CENTRELINK(A)
(a) The percentage of customers who rated Centrelink’s overall quality of service as ‘good’ or ‘very
good’.
Source: Centrelink National Customer Satisfaction Survey (Millward Brown and DBM Consultants)
Customers’ views on Centrelink’s value to the community
Centrelink customers value Centrelink and view it as an organisation that provides customers with
assistance and information that:
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will help them find work or achieve work related goals
gives them options appropriate to their personal circumstances
has offices that are located in convenient places
Most customers (83 per cent) agreed that they can usually do business with Centrelink at a day and time
that suits them, and three-quarters (75 per cent) of customers also agreed that Centrelink gives
assistance and information that will help them find work or achieve work related goals. More than threequarters of customers (78 per cent) agreed that Centrelink is a caring organisation that is concerned with
customer interests.
Customer satisfaction with service delivery channels
Despite the increase in satisfaction with the overall quality of Centrelink’s service (as measured by the
National Customer Survey), satisfaction with the overall quality of service offered by the two main
service delivery channels has been more variable, with a marginal drop recorded since November 2002
for Customer Service Centres and a marginal rise for Call Centres.
For Customer Service Centres, customer ratings of the overall quality of the service received on the last
visit dropped by 3.1 per cent to 82.4 per cent.
For Call Centres, customer ratings of the overall quality of the service received on the last call rose by 2
per cent to 90.7 per cent.
FIGURE 10: CUSTOMER SATISFACTION BY CHANNEL(A)
(a) The percentage of customers who rated Centrelink’s overall quality of Customer Service Centres and
Call Centre service as ‘good’ or ‘very good’.
Source: Customer Service Centre Customer Survey (DBM Consultants Pty Ltd); Call Centre Customer
Satisfaction Survey (DBM Consultants Pty Ltd)
Customers acknowledged the high quality of Centrelink’s staff, with 87 per cent saying the staff they
dealt with in Offices and over the phone were ‘good’ or ‘very good’. Staffs were seen as skilled and
knowledgeable (74 per cent), and their ability to listen to their customers was another strength (85 per
cent).
Customers also saw providing a fair and personal service as a strong area for Centrelink. Staffs are
seen as behaving with honesty and integrity (88 per cent), treating customers with respect and dignity
(88 per cent), and doing what they say they will do (84 per cent).
Almost all customers interviewed about the quality of Customer Service Centre service on their last visit
rated the way Centrelink Office staff treated them as either ‘good’ or ‘very good’ in terms of being
courteous, friendly, helpful and respectful (90.6 per cent). They were highly satisfied with the ability of
Centrelink to explain things (83 per cent).
Explaining skills were also highlighted for those customers who had received referrals, with almost all
(92.3 per cent) understanding why these referrals were made and most (85.1 per cent) feeling that these
were appropriate to their needs at the time.
Accuracy of advice is an important driver of customer satisfaction with the quality of service provided by
both Call Centres and Customer Service Centres. In June 2004, customers’ satisfaction with the
accuracy of the advice and information provided to them by Centrelink on their last contact at a
Customer Service Centre was 78 per cent and 89.7 per cent with a Call Centre.
Satisfaction with the speed and efficiency of service rated well. In June 2004, customers rated their
overall satisfaction with the speed and efficiency of Customer Service Centre staff at 78.4 per cent and
Call Centre staff at 94.5 per cent. Around 72 per cent of customers were satisfied with how quickly
Centrelink made a decision once it had all the required information.
Areas for particular focus
The surveys identified a number of areas for continued improvement. One area is to improve the ease of
accessing government services (60 per cent) and provide prompt service by not making customers wait
(57 per cent). Satisfaction with the length of time spent in a queue in an Office on the last visit remains
low (53.1 per cent).
Customers’ views on Centrelink’s service quality had an increased emphasis this year within Centrelink’s
performance monitoring and management framework and processes. From 1 July 2003, ‘Customer’
became a corporate goal in its own right. As one of the five corporate goals, ‘Customer’ forms one
section of the Balanced Scorecard.
The quality of customer service is part of the regular performance review of the service delivery network,
and one of the dimensions in the new quarterly Performance Management reports, which began in the
first half of 2003. The measures for the service quality component of these reports are taken from the
customers’ point of view, and the data are supplied from the ongoing program of customer surveys.
Centrelink’s analysis of the results from its customer surveys, in-depth workshops with customers (that
is, our Value Creation Workshops), and other customer feedback helped identify a number of specific
ways to improve service delivery in 2003–04. Stemming from this, a set of key strategies was included in
the Balanced Scorecard under the Customer goal, and data from the customer surveys provided the
results each month for most of the related measures.
Customer Charter
Awareness of the Customer Charter is monitored as part of Centrelink’s customer satisfaction research
program. Results in November 2003 showed customer awareness of the charter had increased 9 per
cent to a new high of 25 per cent. This result is consistent with or better than levels of customer
awareness achieved by other government agencies.
For more information on how customers rated Centrelink’s performance against the commitments in the
Customer Charter, see Appendix 7, page 285.
Favourability and awareness
The overall impression (‘favourability’) of Centrelink held by the general community has remained stable.
Survey results indicate that there is still some further work to do in raising awareness of Centrelink’s role
in the general community.
Two-thirds (67 per cent) of those surveyed thought Centrelink was somewhere they would go for help if
something in their life changed and a similar number (71 per cent) felt Centrelink provided a wide range
of government services in one place. Less than one-fifth (15 per cent) of survey participants believed
that Centrelink only provides payments for sole parents and unemployed people.
Value Creation Workshops
Centrelink’s national programs of Value Creation Workshops (VCWs) help staff to understand and
empathise with the experiences of individuals and communities. The program also aims to promote
Centrelink as the ‘human face’ of government.
Value Creation contributes to Centrelink’s customer strategies by driving change at local Customer
Service Centres. During 2003–04, 57 VCWs were conducted by local Value Creation teams in a range
of locations around Australia. Approximately 800 customers from a variety of backgrounds attended
these VCWs. Six of the workshops focused on the experiences of Indigenous customers.
As well as its program of VCWs designed to improve service at the local level, Centrelink uses the
workshops to evaluate how many of its service initiatives impact on customers.
In 2003–04, the national Value Creation team also conducted 78 VCWs to understand the customer
experience in projects by, for example, testing customer reactions to new authentication technology;
exploring social and economic participation from the perspective of Indigenous customers and
customers from diverse cultural and linguistic backgrounds; and gauging customer reactions to the
Centrelink service centre environment.
A program of community VCWs contributes to Centrelink’s business and community goal by building and
strengthening partnerships between community agencies and service centres. In 2003–04, Centrelink
conducted nine VCWs with community groups, including a workshop involving community agencies in
the design of an inner city servicing strategy for Melbourne.
Centrelink also uses Value Creation to develop and support its people. Internal VCWs help Centrelink to
improve business practices and staff support. In 2003–04, Centrelink conducted 34 VCWs with
Customer Service Officers and internal service providers.
Customer Experience Strategy
Throughout 2003–04 work continued on developing Centrelink’s Customer Experience Strategy. With
substantial consultation across Centrelink and with input from staff at all levels, the results included:
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identification of new and emerging ‘best practice’ in customer experience management in both
private and public sectors, here and overseas
development of a Customer Experience Management Model created specifically for the Centrelink
context of delivering services and social policy outcomes for the Australian Government
review and consolidation of Centrelink’s customer research to identify service issues for customers
and the community.
The Customer Experience Strategy focuses on priorities for improvement to Centrelink’s customer
experience in relation to:
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current customer service issues—‘fixing’ key current service delivery issues using existing resources
service recovery
future servicing arrangements.
Development of the Customer Experience Strategy positioned Centrelink well to inject ‘the voice of the
customer’ into its strategic level planning processes by informing the preparation of Future Directions
2004–2009. As a result, a detailed Customer Experience Road Map was developed, which identifies the
range of activities needed to support the strategies outlined in Future Directions.
In 2004–05, the Customer Service Domain will focus on coordinating and monitoring the implementation
of the work outlined in the Customer Experience Road Map and continuing to work with our customers to
ensure Centrelink stays in touch with changing preferences and expectations of the service experience.
Service Response Framework
The Service Response Framework is a ‘customer needs’ based model that will assist Centrelink to make
informed and consistent decisions about how and through which channels services should be delivered
to customers.
The framework was developed throughout 2003–04 and included direct input from customers through a
number of Value Creation Workshops, as well as input from the Centrelink network.
The framework is designed to help Centrelink make appropriate service offers to customers by stepping
staff through the range of business imperatives that have to be considered in each case, and identifying
the appropriate business information required before channel choices can be determined.
The framework is now being tested by applying it to actual business cases.
Customer experience intelligence
The key element of a customer experience approach is to know your customers. Centrelink’s Customer
Experience Strategy and planned service improvement initiatives are based on a wide range of research
and discussion with customers.
During 2003–04, Centrelink undertook substantial work and analyses to consolidate existing research
and to identify the key issues for customers and the drivers of customer behaviour. The work included:
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Consolidating the key findings and undertaking further work relating to customer behaviour in using
the On Site, On Call, On Paper and Online channels. The information from these reports was used to
feed into Centrelink decision making forums and other projects
exploring the customer, corporate and legal issues surrounding the use of email services
Conducting the Customer Interaction Study July 2003, which provided additional strategic
intelligence and direction on the most effective methods of delivering services to customers now and
into the future. The study focused on customer preferences when interacting with Centrelink, and
their predisposition to adopt alternative service channels. Arising from the study’s findings, further
work was undertaken on how Centrelink could best provide support to customers using the Internet
and the Natural Language Speech Recognition services.
Participation in industry customer service forums
During 2003–04, Centrelink participated in a wide range of industry forums to identify and better
understand best practice customer service and customer experience management across a range of
public and private sector businesses.
Contact with the Society of Consumer Professionals Australia helped introduce Centrelink to the
emerging focus in Australia and overseas on consumer emotions as a critical element of customer
experience management. Centrelink was represented at the launch of the society’s innovative research
report into the role of emotions in customer service.
A greater understanding of the importance of both the traditional elements of the customer experience
(for example, timeliness, access and service environment) and emotional considerations (for example,
trust, confidence, helpfulness and caring) has helped shape some of the key initiatives planned for
customer experience management in Centrelink for 2004–05.
Indigenous Servicing Strategy 2001–2004
The Indigenous Servicing Strategy 2001–2004 underpins Centrelink’s Statement of Commitment to
Reconciliation and guides Centrelink operations. The strategy has six goals to ensure outcomes for
Indigenous customers and communities are achieved.
These are to:
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improve services, access and information for Indigenous customers and communities
create opportunities for Indigenous customers and communities to increase social and economic
wellbeing
work with Indigenous communities to build stronger families and communities
value cultural awareness and shared purpose
commit to partnerships and holistic solutions for Indigenous customers and communities
Influence policy processes and link service delivery innovation across government for Indigenous
customers and communities.
The existing Indigenous Servicing Strategy is now due for review, which will start at the beginning of
2004–05.
Maintaining privacy and security of customer records
Privacy in Centrelink
For Centrelink to carry out its business, a large amount of sensitive personal information is collected
about its customers. Centrelink works continuously to ensure the privacy and security of customers’
personal information. The privacy culture’s foundation is Centrelink’s legal obligation to comply with the
Privacy Act 1988 and the confidentiality provisions contained in the various legislation it administers, for
example, the Social Security (Administration) Act 1999 and privacy guidelines approved by Centrelink’s
Board of Management.
Privacy investigations
Centrelink logs and records all Centrelink staff accesses to its computer databases. This means
Centrelink can determine whether a customer’s privacy has been breached through unauthorised or
improper access to customer records.
Centrelink Privacy Officers examine all matters that may result in a privacy breach and investigate all
privacy incidents, which include mailout errors and alleged privacy breaches reported by the public and
staff. As well, Privacy Officers audit computer access to detect unauthorised access and use.
In 2003–04, Privacy Officers finalised 1449 investigations of 1494 reported incidents. The investigations
were either initiated by Centrelink management and staff, or the incidents were reported by customers,
the Ombudsman, members of Parliament, or the Office of the Federal Privacy Commissioner.
Of the inquiries finalised in 2003–04, 30 per cent of incidents were substantiated as breaches of privacy
or confidentiality. Criminal charges were laid by the Director of Public Prosecutions in one of the more
serious substantiated privacy breaches detected during 2003–04. Disciplinary action was also
undertaken against 282 staff, which resulted in these Officers being either dismissed, fined, formally
counselled or warned in writing (see Tables 24 and 25).
Of the substantiated breaches most were minor and resulted in local managerial action and feedback to
staff designed to prevent reoccurrence.
TABLE 24: REPORTED INCIDENTS
Year
Incidents reported
Investigations
finalised
Number proven
% proven
2003–04
1494
1449
436
30%
2002–03
1386
1281
355
27.7%
TABLE 25: PRIVACY BREACHES
Privacy incidents proven by breach type
2003–04
2002–03
Misdirected mail
119
110
Mail house
7
27
Browsing:
173
110
• access
22
12
• disclosure
5
4
• use
Privacy incidents proven by breach type
2003–04
2002–03
Information Privacy Principle (IPP) 4
Storage and security
24
24
Untrue representations
0
1
Other
32
14
IPPs 9–11 Disclosure (due to breakdown
in procedures)
34
38
IPPs 5–8 Access and accuracy
14
9
Soliciting
3
3
IPP 13 Collection
3
3
Total
436
355
There were 119 substantiated mail errors attributed to administrative error. This represents a slight
increase from 2002–03. There were also seven substantiated mail house errors involving a technical
error in production. In 2003–04 Centrelink generated more than 90 million mailout items.
During the year, Centrelink focused attention on improving mailout procedures and processes.
Improvements in both our network and contracted mail houses led to fewer mailout errors.
Privacy strategy
Centrelink’s Privacy Compliance Strategy, which commenced in July 2003, supports a commitment to
ensure that employees comply with privacy and confidentiality legislation. Employees are selected at
random and their computer access to customer information is checked to ensure that it is consistent with
their obligations as specified in the Privacy Act 1988 and the confidentiality legislation applicable to
Centrelink. These processes assist in reinforcing Centrelink’s privacy culture and framework.
Office of the Federal Privacy Commissioner
Centrelink works closely with the Office of the Federal Privacy Commissioner (OFPC) to enable privacy
complaint cases to be handled more effectively. Complaints are resolved faster under this arrangement
because information is exchanged after preliminary inquiries, which usually results in better service for
the complainant.
In 2003–04, there were five open cases carried over from the previous financial year. Another five new
cases were opened with the OFPC, bringing the total to 10 cases for the year. Centrelink finalised seven
cases with the OFPC and as at 30 June 2004, there were three cases still open.
The OFPC may issue a report or declaration under sections 30 and 52 of the Privacy Act 1988 regarding
Centrelink. These statutory reports and determinations enable the Privacy Commissioner to report
directly to a Minister and to make a decision either to dismiss or to substantiate a complaint. During
2003–04, the Privacy Commissioner did not issue any reports or determinations under these sections.
Under section 73 of the Privacy Act 1988, an agency may apply for a public interest determination by the
Privacy Commissioner about an act or practice that breaches an IPP. During 2003–04, Centrelink did
not apply to the Privacy Commissioner for any section 73 determination.
Improving freedom of information access
Statement under Freedom of Information Act 1982
Section 8 of the Freedom of Information Act 1982 (FOI Act) requires each Australian Government
agency to publish information about the way it is organised; its functions, decision making and other
powers which affect the public; arrangements for public participation in the agency’s work; and the
document categories that are held by the agency and how the public can access documents.
Improving access to personal documents
Centrelink continues to build on practices and procedures that improve customers’ access to information
held about them in Centrelink records. A wide range of personal information documents are made
available to customers on request outside the formal FOI processes.
All Customer Service Centres can release documents outside the formal FOI process and can give
advice on how to lodge a formal FOI request. As well, Customer Service Officers receive training on
consulting with customers about requests and providing access to documents. This practice has
substantially reduced the number of formal FOI requests and resulted in more efficient services for
customers seeking information.
Requests from customers for more detailed documents or that involving third party information are still
handled through the formal FOI processes. In 2003–04 the number of formal FOI requests increased by
25 per cent, compared with 2002–03.
Requests for access to documents under the FOI Act must be made in writing. To ensure that requests
for access to documents are handled promptly, FOI forms are available in all Customer Service Centres.
It is Centrelink policy not to apply the FOI fee or charge when a customer requests information about
their record.
Request statistics
At the beginning of 2003–04, Centrelink had 1706 requests on hand under the FOI Act. During the year,
an additional 12 202 requests were received. A total of 11 944 cases were finalised. Applicants withdrew
another 394 requests before decisions on access were made. Full access was allowed in 7229 cases,
while part-access was allowed in 2930 cases. Access was refused in 1390 cases. In most of the cases
where full access was refused, this was done to protect the confidentiality of third parties and/or other
customers.
TABLE 26: FREEDOM OF INFORMATION REQUESTS
Freedom of information requests
2003–04
2002–03
Pending from previous year
1 706
664
Requests received in year
12 202
9 753
Total for year
13 908
10 417
Requests finalised in year
11 944
9 570
Carried to next year
1 964
1 706
Reviews and appeals
Centrelink provides information about seeking a review or an appeal of decisions made under the FOI
Act at all CSCs and on the website at www.centrelink.gov.au
Applicants can use the ‘I want to ask for a Review’ form to request an internal review of a decision or to
appeal against a Centrelink decision concerning access to documents. The form includes a leaflet that
explains the FOI process and customer rights.
During 2003–04, 137 requests were received for an internal review. Of the reviews completed at the end
of the year, 28 requests resulted in grant of access or part access, and 94 resulted in affirmation of the
original decision to deny access. Two cases were withdrawn and no cases are pending.
The AAT received 40 new applications for review and had 18 pending cases from the previous year.
Case status for 2003–04 is:







six cases were affirmed
three cases were set aside
one case was varied
nine cases were dismissed
zero cases had no jurisdiction
14 cases were withdrawn
25 cases pending.
PROVIDE APPROPRIATE SERVICE OFFERS FOR CUSTOMERS’
LIFE EVENTS
Life events
The creation of the ‘life events’ service delivery approach by Centrelink came about in response to an
identified need to:


provide high quality and holistic services to customers
Reduce service offer complexity and confusion for customers.
The life events service delivery approach is seen as the best way forward for Centrelink to take when it
comes to making it easier for customers to access government support. Delivering holistic services
requires a shift from applying technical rules and determining a customer’s eligibility as a primary focus,
to one where access channels, plans for meeting agreed outcomes, and managing ongoing
relationships with customers become equally important aspects of service delivery.
The life events approach, which was market tested with and overwhelmingly supported by customers, is
framed around 11 questions:

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
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

Are you looking for work?
Are you self-employed or responsible for a farm?
Are you planning to study or undertake training (or currently studying or training)?
Are you a parent or guardian?
Have you recently separated or divorced?
Are you in crisis or needing special help?
Are you someone who is ill, injured or has a disability?
Are you caring for someone who is frail, aged, ill or who has a disability?
Are you needing help after someone has died?
Are you planning for or needing help in retirement?
Have you recently moved to Australia to settle?
Structuring a service offer in response to what a customer tells us is their current ‘life event’ means that
people don’t need to know the names of the payments or services, or the right questions to ask, before
we help them. Instead, we match the person’s circumstances with the payments and/or services
appropriate for them.
Centrelink is reviewing its life events model to identify whether—in addition to providing a successful
front-end approach to service delivery—there are opportunities or gains to be made from more fully
integrating the concept into back office processes, procedures, systems and structures.
More Choice for Families
In September 2002, the Government announced its More Choice for Families package of measures
which included new ways for families to receive their family assistance (Family Tax Benefit and Child
Care Benefit) payments. The new payment options are to help families better match their payments to
their circumstances to reduce the risk of being overpaid.
Centrelink implemented the new payment options progressively from November 2002.
The payment choices allow families to choose to receive some of their family assistance entitlement
during the year and the rest after the end of the financial year when their actual income is known. From
July 2003, families whose income increased during the year could choose to have their future rate of
family assistance adjusted to account for any amounts they may have already been overpaid.
Families are able to access the new payment choices at any Family Assistance Office, located in
Centrelink, Medicare, and ATO access sites, as well as over the phone or online.
More Help for Families
In the May 2004 budget, the Government announced its More Help for Families package of measures to
increase the level of financial assistance provided to Australian families.
The first of these measures was to deliver a one-off bonus payment to families and Carers by the end of
June 2004. Around 1.96 million Family Tax Benefit and 298 400 Carer Allowance recipients received a
$600 bonus payment and 84 300 Carer Payment recipients received a $1000 bonus payment.
The remaining measures including the introduction of a non-income tested Maternity Payment and a
Family Tax Benefit Part a Supplement, will be introduced progressively in the first quarter of the 2004–
05 financial year.
Carers (including grandparents) providing out of home care for children
In response to emerging trends, Centrelink is focusing on service delivery issues affecting ‘substitute’
carers of children (including foster carers, grandparents, aunts, uncles and siblings). In 2003–04, for
example, Centrelink took steps to promote staff and community awareness of the issues and provided
information to and consulted with peak welfare and representative bodies. Centrelink will continue to
work with the government and non-government sectors to build its ability to provide appropriate service
to these groups of carers.
Slovenian agreement implementation
The Australia–Slovenia international social security agreement commenced on 1 January 2004. The
new agreement covers people on Age Pension or Disability Support Pension. By May 2004, 10
customers had lodged Australian pension claims under the provisions of this agreement. There are
currently 57 Slovenian pensioners living in Australia, receiving a total of A$0.2 million a year in
Slovenian pensions. Under the new agreement, 1077 customers have lodged claims for Slovenian
pensions.
BROADMEADOWS—HELPING WOMEN UNDERSTAND FAMILY TAX BENEFIT
The Multicultural Service Officer at Broadmeadows Customer Service Centre developed a program of
information sessions targeting women’s groups from diverse cultural and linguistic backgrounds and
their community workers. The program gave targeted groups opportunities to gain a better
understanding of Family Tax Benefit and reconciliation. The Multicultural Service Officer explained the
various Centrelink letters and terms, people’s rights and obligations, and how to use Centrelink
Multilingual Call on 13 1202. The local community workers in the Broad meadows area were so pleased
with this initiative that this program is now ongoing.
Complex Assessment Officers
In 2003–04 the Government allocated an extra $7.8 million to increase the number of Centrelink
Complex Assessment Officers. This was in response to a higher than anticipated need to assess the
income and assets held by customers in trusts and private companies.
EXPOSURE 2004—GIVING YOUNG PEOPLE OPTIONS
Exposure 2004—Centrelink Tasmania Youth Expos—were held in Launceston in March 2004 and in
Hobart in April 2004.
Coordinated by Tasmanian Centrelink Youth link staff, Exposure 2004 followed the first successful expo
held in Hobart in 2002.
Designed to make the transition from study to careers easier, Exposure 2004 used a unique combination
of entertainment, demonstrations and interactive stalls to provide young people with health, job and
recreation options. Each event was attended by around 1500 students.
Organisations participating in Exposure 2004 included Job Network members, TAFEs, the University of
Tasmania, Tasmanian Police, the Department of Defence, Youth Health Centres, the Cancer Council,
the Drug Education Network, and Sexual Health.
Generous sponsorship from the Department of Education, Science and Technology provided financial
assistance to rural and remote schools needing transport, and there was particularly strong participation
from schools as far way as Scottsdale, St Helens, Deloraine, Oatlands and Geeveston.
Former AFL footballer and president of the juvenile justice program ‘Whitelion’, Glenn Manton, assisted
with promotion before the events and attended both to meet students and to host the days.
The success of Exposure 2004 shows that events like these are very successful in passing on
information to young people about the range of services available and for truly ‘giving them options.’
Boarding house closures
In 2003, the Queensland Government introduced residential service reforms, including an accreditation
system for boarding houses and supported ‘hostel’ accommodation, which have resulted in some
boarding houses closing. This has affected some of Centrelink’s most vulnerable customers.
As part of a multi-agency taskforce set up under the Queensland Government Interagency Protocol,
Centrelink is listed as a stakeholder in the event of a closure. Its role at such times is critical to helping
residents deal with the transition to new accommodation arrangements.
For example, at the Fortitude Valley Customer Service Centre in Queensland, Centrelink staff assisted
when a boarding house in Spring Hill closed. Staff interviewed customers onsite, took claims for
payment, and assessed entitlement to crisis payment.
In South Brisbane, Centrelink staff also assisted six Centrelink customers who were displaced after a fi
re destroyed their boarding house. Under the Closure Response Protocol, staffs were part of a
coordinated response, which included transport to the Office to assess customers’ eligibility for crisis
payment, referrals for emergency relief and clothing, and issuing new pensioner concession cards.
Centrelink worked with state government departments to check customers’ eligibility for the range of
support available and with Queensland Housing to make sure customers’ immediate accommodation
and future housing needs were met.
Inner City Community Team
Area North Central Victoria has an innovative approach to inner city servicing where they are connecting
customers and the community.
Based at Fitzroy Customer Service Centre, the Inner City Community Team is a roving team of staff,
operating 37 regular out-services from various community agencies. Centrelink Community Officers also
provide out-servicing in the inner city to homeless people and people at risk of homelessness. As a
result of these strategies many inner city customers no longer need to go to a Customer Service Centre
to access Centrelink services as staff are available on site and use mobile computing technology to
access customer information on the spot.
The out-services are delivered through a range of community agencies including hospitals, Indigenous
services, prisons, universities, youth services and aged care facilities which means services are targeted
to meet specific needs of customers living in and around the inner city.
Sugar industry reform assistance
The Bundaberg Customer Service Centre is responsible for the administration of Sugar Industry Reform
Assistance 2004–05 in Area Brisbane. The package has six components:
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income support
business planning support
restructuring grant
re-establishment grant
retraining assistance
Retirement Assistance for Sugar Farmers Scheme.
Bundaberg staff have been working closely with Sugar Executive Officers from the Wide Bay Burnett
Area Consultative Committee, the Queensland Department of State Development and Innovation, and
local cane grower organisations.
Sugar farmers responded well to seminars organised by Bundaberg staff and more are planned for local
professionals, including accountants, financial advisers, bankers and solicitors.
Centrelink’s Maryborough Rural Call Centre also set up a team of professionals to provide advice on
sugar industry reform via a special hotline.
Delivery of the Australian Government’s drought assistance package
During 2003–04, the drought had a major impact on rural and regional Australia. Centrelink continued to
serve affected communities, working closely with the Departments of Agriculture, Fisheries and Forestry,
Industry, Tourism and Resources, and Family and Community Services, and community, agricultural
and small business representatives to deliver the drought assistance package and the related
Exceptional Circumstances and Interim Exceptional Circumstances programs.
The dedicated Drought Assistance Line delivered through Rural Call Centres in Maryborough
(Queensland) and Port Augusta (South Australia) continued to take most of the farmer payment calls.
The Toowoomba Call Centre handled enquiries about the small business component of the package.
Claim forms and factsheets were available on the Centrelink website as well as through Rural Call
Centres, Customer Service Centres and Centrelink Community Agents.
Centrelink offered personal support and counselling services, which were well attended. Through these
services Social Workers and Psychologists made contact with thousands of affected people. A key
service element was the use of Social Workers in the Rural Call Centres to provide their specialist
services to customers who may not be able to travel for face-to-face support. Centrelink’s Social
Workers and Psychologists also established close working relationships with other service providers that
were funded as part of the overall drought assistance package.
More than 31 000 applications for assistance for various elements of the package were received by 30
June 2004.
Farm Help—Supporting Families through Change
Centrelink continued to deliver the Farm Help—Supporting Families Through Change program, which
assists farmers through the process of considering their long-term viability in agriculture. Centrelink’s
role is to assess the eligibility and entitlements of farmers, to make payments, and to work with farm
families on their longer-term planning. The Farm Help program was extended as part of the 2004–05
Federal Budget. The extended program includes an increased emphasis on using strategic information,
analysis and professional advice to support decision making.
Bushfire ex-gratia payment
Some Canberra residents whose homes were damaged or destroyed by bush fires in January 2003
were unable to rebuild or repair their homes because of a shortage of building contractors in the
Australian Capital Territory and surrounding areas.
Under the Social Security Act, a person’s home is only excluded from the assets test for up to 12 months
after it has been vacated. Therefore, residents who were unable to build and were receiving social
security payments 12 months after the fires were at risk of having their payments reduced or cancelled
in January 2004.
To avoid this situation, on 5 January 2004, the Government approved ex-gratia payments from
Centrelink in lieu of social security payments, for affected residents.
These ex-gratia payments were paid to eligible income support customers:



whose homes were affected by the Canberra bush fires in January 2003 (or another bush fire event
during the summer of 2002–03 in which customers faced a similar set of rare circumstances as the
Canberra fire-affected customers)
who were making every effort to rebuild/repair/sell their home or land
whose payments were reduced or cancelled due to the level of their assets (including the value of the
land on which the former principal residence stood) once their 12-month principal home exemption
period ended.
The ex-gratia payments topped customers’ rates up to what they would otherwise have received had the
12-month vacation of principal home period not ended. Twenty-one homeowner customers contacted
Centrelink to advise they had been affected by the bush fires. Of these customers:



three couples (six people) were granted ex-gratia payments
one couple (two people) was not eligible
The remaining customers had either returned to their homes, or their payment rates were not
affected by the value of the land on which the former home stood.
As at 27 May 2004, two of the couples granted payments had returned to their homes and one couple
remained on the ex-gratia payments.
Environmental Management Systems Incentives Program
The Environmental Management Systems Incentives Program was introduced on 1 July 2002 and is
delivered by Centrelink on behalf of the Department of Agriculture, Fisheries and Forestry. The program
aims to encourage primary producers to adopt sustainable management practices and provide a
management framework for continuous environmental improvement through a ‘plan, do, check, act’
cycle within which best management practices can be integrated and codes of practice upheld.
The implementation of an environment management system can potentially reduce environmental
impacts and also improve the financial and competitive position of an enterprise. The program is
available for up to five years from 1 July 2002 and provides cash reimbursement of up to $3000 for
eligible primary producers.
Centrelink Call Social Workers
In November 2003, the Centrelink Call Social Work Team celebrated five years of service delivery to the
network. Established in 1998, the service started with 11 social workers. Originally designed to provide
advice and support to young parents claiming assistance, the team has doubled in size and has
representatives at most Centrelink Call Centres.
The Call Social Work Team now delivers services to Centrelink customers who, on contacting a Call
Centre, are identified as being distressed, in crisis or experiencing a difficult life transition. In 2003–04
alone, more than 400 customers at risk of suicide were referred to Call Centre Social Workers. Other
major referral reasons include financial hardship, homelessness, domestic violence, separation and
mental health issues.
Call Social Workers also provide important links between customers and community agencies. Last year
over 15 000 customers were either directly referred to other services or given community information by
the team members.
RESPONDING TO VIOLENCE WITH AWARENESS AND COMPASSION
As part of their day-to-day work, Centrelink staff are often called on to help customers experiencing
domestic and family violence issues. In distressing circumstances like these, it is important that
Centrelink responds with immediate and effective assistance and with compassion. Recognising this,
Geelong Call Social Worker, Linda Viljoen, ran domestic violence awareness training sessions at the
Call Centre for all Customer Service Centre Officers. The training helped staff to better identify and
assist people who are affected by domestic and family violence and to offer them prompt and supportive
services.
EFFECTIVE MANAGEMENT OF CUSTOMER CONTACT
Service recovery
If a customer is not completely satisfied with the service they receive from Centrelink, a number of
service recovery options are available to them.
Ministerial correspondence
In 2003–04, Centrelink handled 3656 items of ministerial correspondence, an increase of 24.4 per cent
compared with 2002–03.
The Business Partnership Agreement with FaCS requires Centrelink to finalise 90 per cent of all cases
within 13 working days, including making contact with the customer to ensure all issues have been fully
addressed. Table 27 compares the 2002–03 outcomes to 2003–04.
TABLE 27: MINISTERIAL REPRESENTATIONS FINALISED
Completed within standard
2003–04
2002–03
93.4%(a)
97.1%
These figures represent correspondence to the Minister or Parliamentary Secretary about issues relating
to Centrelink. The total number of priority correspondence responses recorded and handled by
Centrelink’s Ministerial Correspondence Team for 2003–04 was 4663.
A productive working relationship and regular discussions with the Minister’s staff have helped to
improve workflow procedures and meant consistent achievement of performance standards.
Customer Relations Units
Centrelink’s Customer Relations Units (CRUs) are central points for handling customer feedback, and
provide a channel through which customers can raise issues and have them resolved. Customer
feedback is received as complaints, compliments, suggestions and general information requests. This
feedback comes through a number of different channels—mostly by phone, but also online and via ‘Tell
Us What You Think’ customer comments cards.
Centrelink uses customer feedback to ensure its services better meet customers’ needs and
expectations. To achieve this, Centrelink has developed clearer operational objectives and complaint
resolution definitions to guide the work of CRUs. In combination with ongoing development of protocols,
specific training and outreach packages, this has resulted in more consistent handling of customer
feedback.
A total of 203 264 customer contacts were recorded in 2003–04, compared with 209 801 in 2002–03.
This is a decrease of 5817 contacts, or approximately 3 per cent. Of these contacts, 137 599 were
general enquiries. The rest were complaints (39 663), Call Centre Busy contacts (17 399—from
approximately 28 million calls handled each year), compliments (5483), tip offs (2230), Intent to Claim
contacts (165), and suggestions (725).
As a proportion of total complaints, in 2003–04 service related complaints (about the quality of service,
for example, delay in payment) outnumbered merit based complaints (relating to correctness or
reasonableness of decisions, for example, payment eligibility).
The main complaint category related to the merit of a Centrelink assessment or decision. The top five
complaint categories by volume of complaints were: (1) disagreement with assessment/decision; (2)
delay in payment; (3) delay in decision; (4) staff attitude; (5) no call back. Data on these complaint
categories are referred for further analysis within Centrelink and used to plan and implement appropriate
service responses.
Timeliness of complaints handling continued to be well above performance targets. A three-tier scale
based on the complexity of the contact is used to classify contacts, with complaints having to be
resolved in 90 per cent of cases within the specified time standard. Tier one contacts must be resolved
in one working day, tier two within three working days, and tier three within five working days (see Table
28).
TABLE 28: CUSTOMER AND COMMUNITY COMPLAINT OUTCOMES
KPIs: Internal measures
Complaints—Proportion of tier 1
2003–04
2002–03
Target
Result
Target
Result
90%
99.9%
90%
99.6%
90%
96.2%
90%
94.4%
90%
93.3%
90%
88.6%
finalised within one working day
Complaints—Proportion of tier 2
finalised within three working
days
Complaints—Proportion of tier 3
finalised within five working days
Ombudsman
A valuable measure of the satisfaction of Centrelink’s customers with the service they receive is the
number and type of complaints they make to the Ombudsman’s Office.
In 2003–04, the Commonwealth Ombudsman’s Office received 8084 complaints from Centrelink
customers regarding 8837 issues. This is a significant reduction of 16.2 per cent on the previous
financial year. Of all the issues finalised during the year, 2589 were investigated by the Ombudsman’s
Office and 4698 were referred back to Centrelink for investigation.
Centrelink maintained regular contact with the Ombudsman’s Office during the year to discuss matters
of concern and to strengthen the relationship between the two agencies. This link, and the links between
each Commonwealth Ombudsman state/territory Office and their Centrelink CRU, continues to help with
timely resolution of customer complaints.
Merits reviews
Centrelink undertakes merits reviews of decisions on entitlements of FaCS payments through
Authorised Review Officers (AROs). Centrelink also responds to applications for review by the Social
Security Appeals Tribunal (SSAT) and the Administrative Appeals Tribunal (AAT).
TABLE 29: MERITS REVIEW APPLICATIONS
Review type
2003–04
2002–03
AROs
36 737
39 383
SSAT
8 899
8 979
AAT
(a)1 827
(b)1 869
(a) 1714 lodged by customers, 113 by the Secretary of FaCS.
(b) 1648 lodged by customers, 221 by the Secretary of FaCS.
Timeliness performance targets for AROs are:


75 per cent of all reviews to be completed within 28 days
95 per cent of reviews where a customer has no income to be completed within 14 days.
Response requirements for SSAT applications for review are:


all SSAT applications lodged at a Centrelink Office must be forwarded to SSAT within seven days
A statement of the findings of fact, referring to the evidence, and reasons for the decision for the
decision under review, together with every relevant document, must be sent to the SSAT within 28
days.
Similarly, Centrelink must lodge a statement of the findings of fact, referring to the evidence, and
reasons for the decision under review, together with a copy of every relevant document, with the AAT
within 28 days. Centrelink aims to lodge these documents on or before the 21st day.
TABLE 30: MERITS REVIEW TIMELINESS
Key Performance Indicators—
Target
2003–04
2002–03
ARO all reviews within 28 days
75%
76%
78%
ARO ‘no income’ reviews within 14 days
95%
93%
94%
internal measures
Key Performance Indicators—
Target
2003–04
2002–03
SSAT applications sent within 7 days
100%
81%
85%
SSAT documents sent within 28 days
100%
97%
97%
AAT documents lodged within 28 days
100%
98%
91%
internal measures
TABLE 31: MERITS REVIEW OUTCOMES
AROs
SSAT
AAT—Customer applications
AAT—Secretary applications
Unchanged decisions
Changed decisions
2003–04
2002–03
2003–04
2002–03
68%
71%
32%
29%
(25 108)
(27 848)
(11 911)
(11 193)
67%
69%
33%
31%
(5 908)
(6 324)
(2 918)
(2 871)
83.%
75%
17%
25%
(1 508)
(1 097)
(308)
(360)
64%
49%
36%
51%
(109)
(123)
(62)
(129)
The decisions most commonly challenged at all stages of merits reviews are the recovery of debts,
including Family Tax Benefi t reconciliation debts; refusal of Disability Support Pension as the customer
is not medically eligible; the date of commencement and increases in payments; and the refusal of
payments during compensation preclusion periods. These matters accounted for 70 per cent of requests
for ARO reviews, 73 per cent of SSAT applications and 71 per cent of AAT applications during 2003–04.
Court appeals
In consultation with FaCS and AFFA, Centrelink arranges representation when customers exercise their
rights to seek review of its decisions in the Courts.
In 2003–04, there were 36 customer appeals (33 in 2002–03) and nine Secretary appeals to the Federal
Court (five in 2002–03). Over the course of the year, the Federal Court handed down 38 decisions, with
28 favouring the Secretary. (Twenty-five decisions were handed down in 2002–03, of which 23 favoured
the Secretary and two favoured the customer).
During the 2003–04, five customer appeals were lodged with the Full Federal Court (two appeals were
lodged by customers in 2002–03). Over the course of the year, the Full Federal Court handed down
three decisions, with two in favour of the Secretary (the same as in the previous financial year).
In 2003–04, one special leave application was lodged with the High Court (compared with five in 2002–
03). This application will be considered by the Court later this year. The High Court handed down three
decisions over the course of the year, with two in favour of the Secretary, and one case was
withdrawn/discontinued.
All figures in this section incorporate activity for FaCS and AFFA.
Holiday processing
During 2003–04, Centrelink continued with special arrangements to ensure customers were not
adversely affected by national public holidays. Arrangements involved ensuring as far as possible that
payments were available before or on the customer’s normal pay day.
IMPROVE CUSTOMER ACCESS
Customer Account project
The Customer Account project is designed to deliver of a range of functions that make it easier for
customers to do business with Centrelink by simplifying and standardising the interaction and
management of customer data. The Customer Account Project:
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

will be an Account Statement for all payments
will be sent by mail to Reporting Income Statement customers initially, accessible by staff and
printable by both the customer and staff
in the future will be able to be viewed and printed online.
The Account Statement is due for release in March 2005 to Reporting and Income Statement (RIS)
customers (approximately 260 000 customers). Further releases will extend to other customer groups
which is expected to give customers periodic information about their payments, declared earnings,
income and assets, debts, and other Centrelink related information.


Customer Account—will simplify and standardise the interaction and management of customer data
for staff. Included is the development, trial and implementation of the Customer Account claims for
customers receiving Parenting Payment Single, Newstart Allowance and Youth Allowance Job
Seekers (not including Incapacity payments). By logically grouping customer data for staff, the
complexity and frequency of training required by staff to access customer data will be reduced.
Customer Account Online—accessed via the Internet, customers will be able to view and update a
range of their data on the web. This includes: View your appointments with Centrelink, View where
you payments go, View the money you owe, Make a repayment, View you other assets, View your
accommodation, View your contact details, View employment income, Check eligibility for an
Advance Payment, Apply for an Advance Payment, View your Advance Payment, View childcare
details and View other government payments. Other services will be introduced on a regular basis.
Customer Account project achievements
Since the Customer Account Project began in November 2001, a number of milestones have been
reached in relation to the three major components.
Customer Account milestones
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
roll out of Customer Account to Call Centres and reception staff
trial of Customer Account claim processes for Parenting Payment Single and Newstart
Allowance/Youth Allowance Job Seekers
Introduction of the ‘Important Information’ box within the Customer Account. This Information Box will
flag activities for the customer to staff, including appointments, income estimates and breach
information etc.
Customer Account Online
From December 2003 to June 2004, a range of online services was introduced for individual customers,
including the ability to request a Family Tax Benefit Advance Payment and access to a customer’s
Centrelink details via a secure website.
Student notification of employment income
Implemented in June 2004, this initiative involves removing the current method of reporting for students.
Previously, students who were in full-time study and part-time work had to fill out a form with their
income details every fortnight, and lodge these with Centrelink.
Under the new arrangements, students no longer get a form each fortnight. Instead they receive a
Reporting Income Statement every 12 weeks, which contains study, income and payment details and
provides a new range of options to report income. Now customers can report employment income
fortnightly by:



using self-service options available through the Centrelink website or automated phone system
calling the Youth and Students dedicated phone line to talk to a Customer Service Operator and
report their income, or
attending a Customer Service Centre to report their income to a Customer Service Officer.
This initiative gives students flexible times and places to report their income. Making reporting easier for
students will help them fulfil their obligations to Centrelink and reduce the risk of debts occurring.
Rural Call Centres
Centrelink has two Rural Call Centres, which were funded by government in the 1999 Budget. These are
located in Maryborough (Queensland) and Port Augusta (South Australia). They provide information and
advice on Centrelink services to many rural and regional customers as well as employment for local
people in rural communities.
In 2003–04, Rural Call continued to achieve very high standards of customer satisfaction, averaging
around 88 per cent overall satisfaction with the quality of people, services and information they provide.
During the year, the Rural Call Centres played a vital role in effectively delivering the Sugar Industry
Reform Program, the Drought Assistance Package and the Farm Help Program.
Customer Reference Number business cards for the visually impaired
As part of Centrelink’s commitment to provide better service to customers who are blind and visually
impaired, Customer Reference Number business cards were sent to all customers receiving Disability
Support Pension (Blind) and Age Pension (Blind). Using the cards, customers can independently access
Centrelink’s self-service facilities.
The business cards are plastic, credit card style cards that have the customer’s name and customer
reference number in large font and in Braille. This effectively eliminates the need for customers to ask
for help from a sighted person when accessing Centrelink self-service options.
A first for Australia, the hard plastic cards produced with Braille numbers represent a small but
significant step in providing better services for blind and visually impaired customers.
Alternative Formats service
Starting in May 2003, the Alternative Formats service enables customers on Disability Support Pension
(Blind) to receive Centrelink letters via the phone, printed in large font, converted to rich text format and
supplied on fl oppy disk, or produced in Braille.
In March 2004, this service was extended to customers receiving Age Pension (Blind). Since then, the
number of customers choosing to have their letters delivered in an alternative format has almost
doubled. Centrelink has had positive feedback from the blind community on this initiative.
Call Centre access
In 2003–04, Centrelink Call Centres successfully handled around 28.01 million calls, up from 25.62
million calls in 2002–03. Around 21.9 million callers spoke with a Customer Service Officer, with an
overall customer satisfaction rating of 88 per cent for 2003–04.
FIGURE 11: SUCCESSFUL CALLS TO CALL CENTRES
The average length of calls remained consistently at around 521 seconds during the year, a reduction of
over two per cent on 2002–03 figures. This is a return to 2001–02 results and reverses a three-year
trend of increasing average handle time.
FIGURE 12: AVERAGE CALL HANDLE TIME
Call Centre wait times are one of the primary drivers of customer satisfaction with the quality of
Centrelink’s phone service. In 2003–04, the average speed of answer time decreased by over 20 per
cent to 115 seconds, down from 144 seconds in 2002–03.This result continues to show improved
access, with 2003–04 results remaining well within Centrelink’s target of 210 seconds.
Centrelink Call is currently embracing the change to a service level methodology of call operations and
revising downwards the previous set target of 210 seconds. This will provide considerable benefits to
customers through access and provide a platform to ensure community and client agency expectations
are better managed.
FIGURE 13: AVERAGE SPEED OF ANSWER
Working Credit implementation
Part of the Australians Working Together measures, Working Credit was introduced in September 2003
(see page 64). The ongoing requirement for customers to report earnings each fortnight is primarily
managed via the phone.
The Natural Language Speech Recognition (NLSR) application means customers can fulfil their
reporting requirements over the phone, without the need to speak directly to a Customer Service Officer.
This sophisticated product then repeats the information to customers so they can confirm or alter the
information before they hang up.
Since September 2003, the use of NLSR has steadily increased from 16 000 customers per fortnight to
over 100 000 customers per fortnight by June 2004.
Student Claim Liaison Team—Port Macquarie Call
Starting in January 2004, a new Student Claim Liaison Team based in the Port Macquarie Call Centre
acted as the liaison point for customers enquiring about progress with their new student claims. The
team provided links between Call Centre Customer Service Officers and Student Service Centres
through to the end of April 2004, which is a traditional peak processing period for student claims.
Team members were ‘assigned’ a group of Student Service Centres and liaised regularly with their
contacts in these Centres. This initiative helped to build strong relationships between the Liaison Team
and the Student Service Centres.
The Student Claim Liaison Team completed 15 677 ‘contacts’ issued from the Call Centre network. As a
result of the Team’s efforts, 861 customers were fast-tracked because of financial hardship, 364 calls
were transferred directly to the Student Service Centre, and 3120 customer records were actioned.
Because of the success of this initiative, a similar strategy is being considered for the peak processing
period in 2005.
Access for families
Child care online
Centrelink is involved in the development of online servicing options for delivering Child Care Benefit
(CCB) to child care providers and CCB customers. Developing online servicing will occur in stages over
the next three years, and will involve extensive consultation with the child care industry during the design
and implementation phases.
Online services will better align Centrelink services to child care provider business cycles and reduce
administrative effort. This will give providers more time to focus on their primary role—caring for children.
Child care customers will also Benefit from greater access to their Centrelink information.
Service delivery enhancements to Child Care Benefit
As part of Centrelink’s continuing commitment to maintain and improve services to child care providers,
two extra child care provider ‘queues’ were brought online at Moorabbin and Brisbane Call Centres in
August 2003. This brings to four the number of Call Centres—including Tweed Heads and Launceston
Call—that have dedicated staff on the 1800 050 021 line which service providers use for CCB queries.
Another positive development was the transition of the fortnightly Child Care Provider Statement
(introduced in May 2003) to weekly statements in December 2003. This was a rapid response to child
care industry feedback and meant Centrelink could provide even more timely advice to services of
customers’ CCB assessment changes.
The Centrelink Call network has also proposed implementing an additional Interactive Voice Recognition
option dedicated to CCB enquiries on the Family Assistance Office line (13 6150). This will put
customers in touch with Call Centre staff who have specialist training in CCB issues. It will also assist in
forward planning by better tracking call trends.The Interactive Voice Recognition option is set to come on
stream early to mid 2004–05.
Family business online
A new way for customers to apply for an advance payment of their Family Tax Benefit (FTB) was
introduced in December 2003. The new process means that customers can go online to:
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check their eligibility for an advance payment
request the advance payment to be paid as a one-off or as continuous six-monthly advance
payments
view the amount of their FTB advance payment
get to see straight away how their advance payment affects their fortnightly payments.
Further changes were made to the family income estimate service so that, if a customer is identified with
a potential overpayment, they will get to see the amount of that overpayment. They can then choose to
have their ongoing payments adjusted to reduce the chance of being overpaid.
Customers are now also able to see a history of the family income estimates that were provided during
the current and previous financial years.
A new telephone service will also be introduced in 2004 to allow customers to update their family income
estimate. This service will assist in managing inbound traffic to Call Centres, especially in peak periods
around June and July each year.
e-Business for families having a baby
From December 2003 to February 2004, Centrelink trialed the electronic transfer of birth notification data
from the Launceston General Hospital to the Mowbray Family Assistance Office. The information was
used to streamline the process for claiming family assistance payments.
Customer reaction was positive and the trial provided valuable feedback to assist in further developing
streamlined business processes and technology solutions.
The trial was also supported by a Tasmanian Registry of Births, Deaths and Marriages initiative, which
tested streamlined processes for registering babies’ births.
Child Support Agency/Centrelink Call transfer trial
In partnership with the Child Support Agency, Centrelink conducted a call transfer trial aimed at
improving service to mutual customers. After assistance with their enquiry, the caller was transferred to
the other agency. This meant they could cover both child support and FTB issues in the one phone call.
Running from March to May 2004, the trial took place in Victoria and Tasmania. Customer feedback was
very positive, and a full evaluation of the trial will be completed in 2004–05.
Multicultural access
Customers from diverse cultural and linguistic backgrounds
The term ‘diverse cultural and linguistic background’ (DCALB) is used to describe people born in
countries other than the ‘main English speaking countries’ grouping of the Australian Standard
Classification of Countries for Social Statistics. That is, all countries with the exception of Australia,
Canada, Ireland, New Zealand, South Africa, United Kingdom and the United States of America.
To assess the impact of new initiatives on customers from a DCALB and to better target areas of need
identified in the community, Centrelink’s Multicultural Services Business Team has compiled profiles for
each of its major customer groups.
Centrelink’s customers from a DCALB represent approximately 18 per cent of the total Centrelink
customer population. The top four countries of birth of customers from a DCALB are Italy, Vietnam,
China and Greece. Customers from DCALBs are represented in all customer groups in the following
percentages:
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retirements’ customers from DCALBs—24 per cent
disabilities’ customers from DCALBs—18 per cent
carer customers from DCALBs—22 per cent
international services’ customers from DCALBs—85 per cent
family (FTB) customers from DCALBs—21 per cent
parenting (Parenting Payment Single and Partnered) customers from DCALBs— 21 per cent
employment (Jobseeker) customers from DCALBs—16 per cent
refugee customers from DCALBs—9.4 per cent
Youth and students’ customers from DCALBs—12 per cent.
Understanding our multicultural customers
To improve service delivery and outcomes, over the past year Centrelink undertook a number of projects
to gain better knowledge and data about customers from DCALBs. Highlights include:
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investigating the reasons for young migrants and refugees incurring debts and ways to prevent and
minimise debts
improving service delivery to refugee customers
assisting customers from DCALBs in planning for retirement
better service delivery to young customers from DCALBs
developing a suite of training modules to increase staff cross-cultural awareness and knowledge to
increase capability in providing services to our customers from DCALBs
developing statistical profiles of customer populations for better planning
investigating the issues surrounding social and economic participation for parents and mature age
customers from DCALBs
Investigating the issues around customer communication of obligations.
Centrelink Multilingual Call
Centrelink Multilingual Call (CMC) is a National Call Centre in Liverpool NSW. It offers direct language
services to customers in 22 language queues and 19 other languages on a ‘call-back’ basis. CMC also
engage interpreters for all other languages not available at the Centre.
CMC staff also provide interpreting services at pre-booked face-to-face interviews between Centrelink
and customers. By opting to use the services of its own staff and contracted interpreters, Centrelink
reduces reliance on ‘TIS’—the Department of Immigration, Multicultural and Indigenous Affairs’ user
pays interpreting service. This significantly reduces spending on interpreting services, yet still maintains
high quality services.
On average, 45 000 calls are received by CMC each month. The average waiting time to speak to a
bilingual Officer is around 100 seconds. During 2003–04, CMC call traffic increased by about nine per
cent on 2002–03.
In making outbound calls, CMC also plays a key role in strategies that aim to educate customers about
their obligations and any upcoming initiatives. For example, before the Working Credit initiative was
introduced, CMC made calls to over 500 customers from DCALBs (see also ‘Communication strategy in
languages other than English’ on page 150). During the implementation fortnight contact was made with
another 420 customers.
Communication strategies in languages other than English
As part of its strategies to communicate effectively with people from DCALBs, Centrelink offers
extensive services and products in languages other than English, including:
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a large range of printed and online translated brochures and factsheets in 55 languages
fortnightly national broadcasts on SBS radio in up to 58 languages, and the distribution of this
program to up to 114 community radio stations nationwide
weekly articles in the ethnic press
CMC phone services in 22 languages and other languages as ‘call-backs’
Based on research undertaken by Centrelink in 2002–03 into the effectiveness of its communication with
customers from DCALBs, Centrelink is delivering more targeted communication strategies with a focus
on customer groups from new and emerging communities as well as people affected by new
government and Centrelink initiatives— for example, Australians Working Together, and debt and
breaching prevention.
Successful introduction of the Working Credit in September 2003 was also supported by an extensive
multicultural communication strategy that included:
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mailout of relevant translated material to customers from DCALBs
follow-up calls from CMC in customer languages
establishing a channel for reporting income in languages other than English via CMC
four new multilingual factsheets available in a range of languages
extensive promotion to customers and communities via Multicultural Service Officers, SBS radio and
the ethnic press.
Language services
Centrelink operates its own in-house language services program, which provides on-site and phone
interpreters to assist Centrelink staff to communicate effectively with non-English speaking customers.
During 2003–04, over 85 000 interpreting services were provided to assist customers with their
appointments in Centrelink Customer Service Centres. Sessional interpreter services in over 30
languages for an average of 2260 hours per week were provided in 70 Customer Service Centres where
the demand for language assistance was high.
Centrelink Language Services provided interpreting services to Job Network members Australia-wide to
support them in developing job seeker profiles. The Language Service Unit also assisted over 2800 Job
Network customers with an interpreter.
Some interpreter assistance was provided via phone interpreters. This was mainly for shorter
appointments in rural regional and remote areas, or in less commonly spoken languages. Approximately
22 000 interviews were conducted by phone, and these included customers with problems requiring
urgent attention.
Centrelink has centralised interpreter bookings and interpreter contract procurement processes in the
Language Service Unit in Sydney (excluding those in Western Australia.) This has achieved operational
efficiencies and better management of interpreter procurement, and improved booking and supply
processes. The Unit also provides translation services nationally. In 2003–04, the Unit assisted with
translating 3000 customer personal documents to help customers access Centrelink payments and
services.
Remote Area Service Centres
The introduction of Remote Area Service Centres (RASCs) was announced as part of Australians
Working Together in 2001. With 12 services opening over four financial years, the centres help
Centrelink deliver government services more effectively to Indigenous Australians in remote
communities.
The first RASC opened in Laverton (Western Australia) in March 2003. In 2003–04, this was followed by
RASCs in Yarrabah (Queensland) and Halls Creek (Northern Territory). In 2004–05, RASCs will also
open in Newman, Western Australia, Nguiu in the Tiwi Islands (Northern Territory) and Weipa
(Queensland).
RASCs have a strong focus on participation and offering opportunities for individual and community
capacity building. They are small Offices, located in remote communities or townships, that service and
support local communities and the surrounding areas and out-stations. RASCs connect with the
Centrelink Agent network to offer integrated service delivery. Effectively, RASCs act as ‘hubs’ that give
Indigenous Australians better access to the full range of Centrelink’s services.
Personal Advisers in RASCs provide face-to-face assessment and referral services for Indigenous
customers. Personal Advisers also develop participation plans with customers to identify participation
goals and address barriers that could complicate the achievement of those goals.
RASCs also give Centrelink opportunities to create better links with existing government and nongovernment services in local areas, such as Job Network members, CRS Australia, and literacy and
numeracy service providers.
Centrelink Agent and Access Points
Centrelink has a network of over 500 Agents and Access Points in rural and remote Australia giving
customers in and around their communities’ access to free phone and fax services to conduct their
Centrelink business. Agent sites also provide an Internet enabled computer and printer, as well as
trained staff from the host organisation to assist customers with their enquiries and promote Centrelink’s
range of self-service options.
The Centrelink Indigenous Services Team was allocated $8.2 million over four years in the 2002–03
Budget to expand this network. This funding is to implement and maintain new Centrelink Agent sites in
50 Indigenous communities. In 2003–04, 25 sites were selected and established, with another 25 sites
scheduled for establishment by July 2005.
Partnership projects
In the past financial year, Social Workers servicing the Darwin area have focused on increasing
community access to the services delivered by Centrelink. Social Workers set out to identify and help
individuals who may be eligible for assistance, but have not been receiving support.
Through the development of community partnerships, the project has trialed approaches to deliver
government, community and other support services to people who are disadvantaged or are unable to
visit a Customer Service Centre. Social work visiting services have established relationships with
individuals in corrective institutions, psychiatric wards, shelters, schools, sole parents groups and even
antenatal classes.
During the visits, Social Workers provide information on a range of payments and services within
Centrelink. The Social Workers also assist to link individuals and families with other services within the
Community.
Called Partnership Projects, this initiative has strengthened Centrelink’s relationships with other
community groups, support workers and government agencies, while providing a better service to
people who might not have otherwise accessed support services.
TAFE Outreach
Centrelink Stones Corner established a partnership with Southbank TAFE to conduct a weekly visiting
service focusing on the Adult Migrant Education Program and the Language, Literacy and Numeracy
Program. The service is to help newly arrived refugees and students studying at the TAFE to access
support from Centrelink during their early stages of settlement.
The weekly visiting services mean that students do not have to skip classes to attend an appointment at
a Customer Service Centre. Instead Customer Service Officers can interview students on-site at the
TAFE and deal with issues such as people’s payment eligibility and their customer obligations.
The service is working well with local Multicultural Service Officers working with teachers and students to
deal with language and cultural barriers—and in some cases, posttraumatic stress disorder—that can
disadvantage students when it comes to claiming the right payments, preparing work agreements,
accessing the Job Network, and so on.
Other positive outcomes include less class absenteeism and fewer drop-outs, more cost-effective use of
Centrelink interpreter services, and a reduction in the need for face-to-face contact in Centrelink Offices.
Smartraveller
The Department of Foreign Affairs and Trade (DFAT) produces travel advisories for Australians to keep
them well informed and prepared for travel overseas, and to help them avoid dangers and difficulties
when travelling. The department provides up-to-date information about security situations in other
countries, visa requirements, health and medical issues, cultural or religious differences.
While travel advice is always available on the Internet, DFAT approached Centrelink to provide a phone
service giving access to the above information.
The service was established within 10 days of DFAT’s initial approach by using a combination of
automation techniques and ‘voice recognition’ software to manage the majority of calls. Voice
recognition software is used to identify which country the customer wants information about, then ‘text to
speech’ technology is utilised to capture the relevant information on the DFAT website and convert it to a
phone message. The service operates within the call centre currently providing the Australian Passport
Information Service to DFAT.
Since the service began in September 2003, around 28 000 calls were handled automatically and 4600
callers were assisted by operators.
OUR PEOPLE
CHAPTER SIX
OUR PEOPLE
GOAL
To meet the challenges of current and future business by supporting our people with knowledge, skills,
tools and opportunities.
TOP-LEVEL RESULT
HIGHLIGHTS FOR 2003–04:
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implementing the Centrelink Development Agreement 2003–05 (page 158)
establishing and continuing programs to enhance leadership capabilities (page 185)
streamlining recruitment arrangements (page 166)
continuing strong focus on workplace health (page 173)
continuing investment in learning (page 169)
maintaining the recognition of diversity (page 160)
DESCRIPTION
For Centrelink to achieve its corporate objectives, the right people must be in the right jobs, with the right
skills, at the right time. Strategically managing our workforce in a climate of continuous change plays a
key role in Centrelink’s performance as an organisation.
Centrelink’s aim is to meet the challenges of current and future business by supporting our people with
knowledge, skills, tools and opportunities.
The top level Key Performance Indicator for this goal is the satisfaction of Centrelink staff with their work.
Our target for 2003–04 was a satisfaction level of 70 per cent, which is measured by staff polls.
(Centrelink’s staff poll is conducted twice yearly and is available to all staff. Participation in this poll
remains high with around 70 per cent of all Centrelink people regularly taking part.) Staff poll results
show a satisfaction level of 67 per cent.
Sicore International advises that the external benchmark mean and median results for satisfaction
polling are 69 per cent. They also advise that trend variations in the order of five per cent are not
statistically significant. With this in mind, the overall result is encouraging as it continues to track very
close to industry average. It is within an acceptable statistical variation and at the same time, 88 per cent
of staff poll participants intend to be still working for Centrelink for the next 18 months. Some staff
pointed to issues like the extent of change in Centrelink’s business—this will continue to be a
challenging part of Centrelink’s ongoing and future service delivery.
One of the eight key areas that customers want Centrelink to focus on to improve the customer
experience is the area of our staff capability—particularly attitude and knowledge. The promptness and
consistency of our service is also important to our customers. The strategies in this chapter seek to
respond to these areas of customer concern and to ensure that Centrelink staffs have the capability to
meet our customers’ needs now and into the future.
KEY STRATEGIES
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add value to business (page 158)
ensure Centrelink has a skilled workforce (page 166)
create a rewarding, safe and healthy work environment (page 173)
enhance leadership capabilities and succession planning (page 185)
provide the tools, knowledge and business intelligence needed to work effectively(page 188)
Our people
With 25 448 employees Australia-wide, Centrelink understands that its people make the main
contribution to positive service experiences for our customers. Given this, Centrelink has refocused
efforts in all aspects of our people management activities and highlighted the importance of our staff in
doing business.
Centrelink’s Future Directions 2003–2006 identifies five key strategies that underpin our aim to meet the
challenges of current and future business by supporting our people with knowledge, skills, tools and
opportunities.
The National People Plan provides the context for addressing these priorities across the organisation.
The plan’s six areas of focus align with and support Centrelink’s Future Directions. The six areas are:
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adding value to business decisions
ensuring strong leadership through leaders leading and managers managing
ensuring Centrelink has a skilled workforce
committing to safety, health and wellbeing
focusing on learning as a business investment
fostering a culture committed to values, outcomes and innovation.
ADD VALUE TO BUSINESS
The Centrelink Development Agreement (CDA) makes a continuing and positive contribution to the
future of Centrelink and its employees, and its initiatives contribute significantly to the value people add
to our business.
A number of changes are underway or planned that will provide an expanded range of options to
Centrelink’s customers and the community, better returns to Government, and that will, in turn, ensure
Centrelink’s future and assist in providing job security and better jobs for its employees. One response is
to improve workforce planning so that new capabilities are developed to ensure retention of the high
quality, diverse workforce needed now and in the future.
Implementation of the CDA and improving workforce planning arrangements are two aspects that have
received significant attention over the reporting year.
Centrelink Development Agreement
The Centrelink Development Agreement 2003–2005 is a Certified agreement between Centrelink, the
Community and Public Sector Union, the Media, Entertainment and Arts Alliance, and the Professional
Officers Association (Victoria) under Section 170 LJ of the Workplace Relations Act 1996.
The Australian Industrial Relations Commission Certified the agreement on 7 May 2003. It is a two and a
half year, comprehensive agreement that provides a framework to support Centrelink’s future directions.
The agreement contains employment conditions for Centrelink employees and operates in conjunction
with other employment related legislation.
This agreement focuses on achieving business productivities in return for improved conditions, with
quality customer service, better jobs, and increased job security as key objectives. Four major initiatives,
listed below, have been introduced and implementation of other elements of the agreement is also well
under way.
Expanded service delivery hours
In November 2003, 261 customer service outlets extended their opening hours to eight and a half hours
per weekday, with five more outlets following in March 2004. Opening hours can be extended further to
nine hours a day from February 2005. This will give many Centrelink customers better service options
and Centrelink people more flexibility in working times.
Customer Service Team Leaders
The agreement recognises the importance and influence of Customer Service Team Leaders who
directly supervise around 18 000 Customer Service Officers in Customer Service Centres (CSCs), Call
Centres and Compliance Units.
The agreement aims to ‘more clearly define for Customer Service Team Leaders their role in terms of
leadership in the management of people, business and strategic change’. To achieve this, Centrelink is
developing and extending the capability of Customer Service Team Leaders to ensure high quality
Centrelink business outcomes. (See page 186 for more information on CSTL initiatives under ‘Support
and development for Customer Service Team Leaders’.)
Senior Practitioners
In another agreement initiative, the new Senior Practitioners role is to support team leaders in ensuring
the delivery of quality customer service. After extensive trials and consultation, Senior Practitioners were
working throughout the customer service network by June 2004. (See page 47 for more information
about Senior Practitioners.)
Accredited learning
The agreement reaffirms Centrelink’s commitment to developing its employees and promotes nationally
accredited learning opportunities. It also includes new learning pay points awarded to employees who
successfully complete approved accredited learning programs and satisfy work performance standards.
The year included an examination of Centrelink’s capability to expand accredited learning. The aim is to
determine suitable implementation and transitional arrangements for additional links between accredited
learning and pay. This will involve consultation with employees and their representatives.
Matching the workforce to business needs
Consultations undertaken in the development of Centrelink’s National People Plan consistently
highlighted the need for targeted workforce planning linked to business requirements. The Australian
National Audit Office strongly supports the need to ‘align workforce planning processes with business
planning processes and implement these at the business and Area levels’.
Workforce planning is a strategic component of the National People Plan and the links between
workforce planning and other key human resources strategies are closely monitored. Some of the issues
included in the strategies are leadership and succession, recruitment, performance management,
learning, work and family, and career pathways.
Over the past year, workforce planning was formalised to give Centrelink leaders a better understanding
of the current workforce make-up; the environment in which it works and will work in future; and the
necessary skills and capabilities that will be required to achieve business outcomes in an ever-changing
environment.
As part of the business planning process for 2004–05, a workforce planning framework and
methodology were developed and released in December 2003. By December 2004, workforce planning
will be fully integrated with Centrelink’s business planning regime.
Centrelink’s workforce planning framework and methodology provides the strategy and tools to develop
a clear picture of its current and future workforce needs. For managers and business planners, a toolkit
and information series helps to identify workforce capacity and capability. The series is also designed to
put strategies into action and position Centrelink for future success.
A culture committed to values, outcomes and innovation
Extensive research shows a strong relationship between an organisation’s culture and its workforce
performance. In Centrelink, this understanding extends to ensuring that its organisational culture is built
on the respect its people have for one another, and that innovation and creativity are encouraged so that
Centrelink excels in service delivery and customer focus.
In 2003–04, Centrelink engaged Human Synergistic to conduct a pilot cultural mapping exercise in a
number of Centrelink sites. Centrelink is now assessing how it can further use cultural mapping
techniques to identify the intangible factors that drive corporate performance, and to develop strategies
for improvement.
Centrelink values the views of its staff and facilitates this through a six-monthly staff survey. The process
is simple and all staff can participate. The eleventh staff poll was conducted in May 2004.
This section highlights staff poll results and activities that take account of the diversity of Centrelink
people.
Young Professionals Development Program
The objective of the Young Professionals Development Program is to give Centrelink’s younger staff—
aged 30 years and under—the chance to take part in development opportunities and to ensure they
have their opinions and ideas heard. The program is also designed to improve recruitment and retention,
and includes:
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National Youth Inbound Program, which runs in Canberra during Youth Week and fundamentally
aims to find and support Centrelink leaders of the future from among Centrelink’s younger staff.
During this residential week, senior Centrelink managers and experts deliver presentations. The
participants complete projects that they, in turn, present to a Centrelink panel at the week’s end.
Area Youth Inbound Program is based on the model of the Youth Inbound Program. It provides
opportunities at an Area level for CSC and Call Centre staff—aged 30 years and under—to work on
strategic projects. During 2003–04, Area Youth Inbound programs were held in Sydney, Queensland,
South West New South Wales and Pacific Central.
Centrelink International Exchange Program gives six young staff the opportunity to participate in an
international workplace exchange program for up to six months in a variety of countries. Work
placements are in project management, community development and information technology.
Centrelink also hosts six placements for young professionals from overseas for six months.
Youth Link provides young Centrelink staff with learning and development opportunities, by
participating in corporate projects and developing networks with other young staff and senior
managers around Australia. This group also contributes to the Institute of Public Administration
Australia Young Professionals Network, which involves government and non-government agencies.
YouthLink Virtual Project offers YouthLink representatives from nine Areas the chance to complete a
joint ‘virtual project’ sponsored by a business area within National Support Office. Projects take eight
weeks to complete within a virtual environment. The group communicates via teleconferences, email
and fax, then comes to Canberra for two days to write up the project report and present it to an
Executive panel.
YOUTHLINK—DEVELOPING NEW LEADERS
Geelong Call Customer Service Officer, Sheridan Bailey, was selected to participate in a ‘virtual’
Youthlink project, where she measured, evaluated and made recommendations about how to effectively
communicate key messages about Centrelink’s IT Refresh Program.
Talking about the project, Sheridan said: ‘It was a challenging yet fulfilling experience.It made me aware
of different resources available and introduced me to many new areas of Centrelink’.
Belinda Brooks, a Geelong Call Team Leader also developed a Youthlink project, designed to improve
the use, functionality and performance of the National Feedback Tool. The Tool is used to improve
customer service by providing a means of immediate and constructive feedback between service
delivery outlets.
Institute of Public Administration Australia Young Professionals Network
Centrelink is an enthusiastic and major supporter of the Institute of Public Administration Australia
Young Professionals Network. The network supports events and activities of interest to people in the
public and private sector who are in the early to mid-stages of their careers. The network is a forum for
young professionals to exchange ideas on trends, practices and innovations in the public sector. As well,
it helps to identify areas that will affect the professional and personal development of tomorrow’s public
sector leaders.
Outbound Program
The Outbound Program takes Centrelink employees from National Support Office into Area Support
Offices, CSCs and Call Centres. The program aims to help participants better understand and
appreciate the work and the services delivered by front line employees.
Client agencies and other government and non-government stakeholders participate in the Outbound
Program, including:
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Noah’s Ark Outbound—under this program, Centrelink Officers and staff from client departments and
agencies spend time in the Network developing a shared understanding of Centrelink’s business on
the ‘front line’. Participants include staff from Centrelink; the Department of Family and Community
Services (FaCS); the Australian Federation of Disability Organisations; the Victorian Mental Illness
Awareness Council; the Australian Association of the Deaf; the Department of Education, Science
and Training; the Department of Employment and Workplace Relations (DEWR); the Department of
Finance and Administration; the Department of Prime Minister and Cabinet; and ACROD Limited (the
national industry association for disability services). The aim of the program is to strengthen
relationships, and to build mutual appreciation of each others’ businesses.
Partnership Program—builds partnership relationships between DEWR, Centrelink and the Job
Network by establishing productive working relationships through communication, cooperation and
commitment.
Statebound—which is run in capital cities for staff from Centrelink, FaCS and other state/territory
government and non-government agencies.
Auditbound—which includes Centrelink and the Australian National Audit Office.
Employees from diverse cultural and linguistic backgrounds
Centrelink facilitates a National Cultural Diversity Forum, which includes representatives from each state
and territory and from FaCS. Meeting each month by phone, the forum assists Centrelink to create
innovative and rewarding workplaces for employees from diverse cultural and linguistic backgrounds.
Forum members help to identify, develop and promote strategies and best practice in raising awareness,
and recognising, valuing and celebrating cultural diversity within Centrelink.
disAbility Coalition
Centrelink’s disability Coalition is now 12 months old. The coalition promotes a culture of excellence,
equitable inclusion and productivity for Centrelink employees with disabilities.
These aspirations are in line with Centrelink’s Future Directions 2003–2006.
The role of the disAbility Coalition is to:



promote leadership and management approaches that provide opportunities and support for career
progression and development of employees with disabilities
advise relevant areas of systemic and generic barriers experienced by Centrelink employees with
disabilities, recommending action to address the barriers
encourage and support employees with disabilities to articulate their needs and to negotiate
appropriate resources to maximise productivity.
During 2003–04, the disAbility Coalition focused on two priority action areas—improving technology and
creating an environment that supports employees with disabilities.
Human Resources Disability Adviser
To take a more proactive and innovative approach to human resource management, in 2003–04 Area
North Central Victoria established a designated Human Resources Disability Adviser position.
The adviser’s role is to explore current Centrelink policies, practices and programs that relate to the
needs of staff with disabilities. As well, the adviser’s job is to raise awareness about the value of
supporting people with disabilities in the workplace.
Appointing the adviser at the Area level is a first for Centrelink and Area North Central has been
nominated for an Australian Public Service Workplace Diversity award for this initiative.
Activities with external organisations
In partnership with the Australian Capital Territory (ACT) Government, the disability Coalition is
developing best practice guidelines to ensure that people with disabilities are getting the best possible
services as employees and service users.
The Social Policy Research Centre at the University of New South Wales has invited Centrelink to help
evaluate the Commonwealth Disability Strategy.
As well, business partnerships that relate to employing people with disabilities have been set up with
FaCS and the Department of Defence.
Staff poll
Every six months Centrelink conducts a staff poll that provides the organisation with feedback on
employee commitment and satisfaction and on the effectiveness of its people strategies.
In November 2003 and May 2004, online polls were conducted with around 70 per cent of Centrelink
employees taking part.
The May 2004 poll included four sets of supplementary questions for Indigenous employees, employees
with disabilities, employees from diverse cultural and linguistic backgrounds, and those with caring
responsibilities.
Since June 2001, the number of staff participating in the polls has increased by 20 per cent, with a small
improvement in the proportion of positive responses (that is, average figure across all unchanged
questions).
The May 2004 poll saw a slight increase from 67 per cent to 68 per cent positive responses across all
questions.
As with previous polls, Centrelink employees are most positive about understanding Centrelink’s
purpose and how it applies to their work (89 per cent), and knowing what is expected of them at work
(87 per cent). Table 32 shows the proportion of positive responses for the 2003–04 polls, compared with
external industry benchmarks (using median positive responses).
TABLE 32: STAFF POLL OUTCOMES NOVEMBER 2003 AND MAY 2004 COMPARED WITH
EXTERNAL BENCHMARKS
Question
May 2004
Nov 2003
External
benchmark(a)
Your team leader provides good leadership
70%
70%
63%
You are proud to work for Centrelink
54%
54%
70%
Your work gives you a sense of satisfaction
67%
67%
69%
You would recommend Centrelink to others
as
54%
55%
66%
88%
89%
n/a
Your team values you
72%
71%
n/a
Centrelink is committed to you
37%
35%
41%
At work, you have opportunities to learn and 63%
63%
54%
a place to work
You plan to continue working in Centrelink
for
the next 18 months
develop yourself
You receive regular feedback about your
work
60%
59%
44%
You know what is expected of you at work
87%
85%
77%
You receive recognition and praise for
55%
55%
46%
75%
75%
58%
69%
66%
48%
73%
73%
65%
77%
76%
81%
good work
You have the material and equipment you
need
to do your work correctly
You are appropriately informed of policy/
procedural changes that affect your
customers
You have the information resources to do
your
work effectively
You understand how your work contributes
to
meeting the objectives in your local
Business
Improvement Plan
You understand Centrelink’s purpose and
how
89%
87%
60%
64%
63%
54%
68%
67%
n/a
it applies to your work
Centrelink is sensitive to the demands of
your
personal/family life
Average positive response
(a) This is the median of positive responses from SICORE Pty Ltd industry benchmark data
Table 32 shows that Centrelink is above the external benchmark median score for most of the poll
questions. Centrelink is also above the best practice score of 70 per cent for the question ‘You
understand Centrelink’s purpose and how it applies to your work’.
Staff poll data is available at the national, Area and local level. All managers are encouraged to assess
their local results and implement appropriate people strategies in response to employees’ concerns.
ENSURE CENTRELINK HAS A SKILLED WORKFORCE
Centrelink continues its focus on learning as an investment in business and an opportunity for career
development.
The Centrelink Virtual College (CVC) plays a significant role in making quality learning and development
readily available. For an organisation like Centrelink, this is not a simple undertaking and we are working
to overcome the barriers of geographical diversity through interactive distance learning solutions. The
Centrelink Education Network fully integrates video, voice and data to deliver live, real time training and
education throughout the organisation.
This section illustrates learning and other achievements such as streamlining recruitment arrangements
through a panel of providers; the succession management framework; Indigenous Inbound and
cadetships.
Evaluation of accredited learning operations
During the year Centrelink introduced a new Balanced Scorecard measure for the evaluation of
accredited learning operations. The measure sets a target of five per cent, or 1250 staff, achieving an
appropriate formal Qualification during the reporting year.
In 2003–04, the target was exceeded with 1736 staff achieving an accredited learning Qualification. In
particular, a significant number of staff completed Certificate IV in Government PSP40599 (Fraud
Control Investigation) and Certificate IV in Community Services CHC41402 (Information, Advice and
Retrieval).
Panel of recruitment providers
Centrelink has a panel of providers to supply recruitment services and has centralised contract
management responsibility for the panel arrangements. Since establishing the arrangements, much of
Centrelink’s recruitment activity has been outsourced to private sector firms, most of which involves
base level recruitment.
In 2003–04, 851 staff were recruited via panel providers. This included 336 Personal Advisers recruited
in August 2003.
The panel arrangements were due for renewal in early 2004. A two-stage public tender was put to the
market and finalised in February 2004.
Under the new panel arrangements, six general recruitment companies and two specialist information
and technology (I&T) providers have been contracted on standing offer deeds to meet Centrelink’s
recruitment needs. Another seven companies have been contracted to supply contingency recruitment.
Contracts are for three years, with options for two one year extensions.
The new panel arrangements have a broader scope and allow Centrelink to access professional
recruitment services across all its operations and for all roles below Senior Executive Service (SES)
level. They also give Centrelink greater leverage in terms of competitiveness and contingency.
Australians Working Together training—Personal Advisers
Effective training of Personal Advisers is seen as crucial to the success of the Personal Adviser initiative.
In meeting the knowledge and skill requirements for a Personal Adviser, the CVC developed a
comprehensive 13-week learning program using a range of learning strategies.
The learning program involved nine weeks of intensive face-to-face delivery, reinforced by four weeks
on-the-job structured learning. Personal Advisers collected assessment evidence throughout the
program, together with demonstrated workplace competency. On completing the program, Personal
Advisers are awarded a Certificate IV in Community Services (Information, Advice and Referral).
Succession management
Centrelink’s Succession Management Framework is a formalised process that helps Centrelink manage
employee growth and development by building in the necessary capabilities that will ensure individual
and organisational success as well as leadership continuity.
Succession management in Centrelink is closely aligned to several key people strategies including the
National People Plan, the Centrelink Leadership Framework, workforce planning, and performance
management. It is also based on a clear understanding of Centrelink’s future directions.
Succession management in Centrelink commenced at the SES level and is being ‘cascaded’ to other
levels of leadership and critical positions over the next 18 months.
Indigenous Cadetship
The Centrelink Indigenous Cadetship Program recruits and trains Indigenous Australians for careers in
Centrelink. This program, which is part of DEWR’s National Indigenous Cadetship Project, was
introduced in 2001 to offer cadetships for full-time tertiary study in approved courses.
The Centrelink Indigenous Scholarship Program (see Table 33) helps Centrelink Indigenous employees
gain Qualifications, increase their knowledge, and develop their career potential within Centrelink. It
supports full-time tertiary study in areas aligned to Centrelink business skills and specialised
professional streams.
TABLE 33: CENTRELINK INDIGENOUS SCHOLARSHIP PROGRAM
Program
Currently studying
Graduating in 2003–04
Cadets
17
5
Students
15
3
As at 30 June 2004, 22 participants were studying under the Indigenous Cadetship Program and 18
participants were studying under the Scholarship Program. Ten new scholarships and 10 new
cadetships will be offered in late 2004.
Indigenous Inbound
In October 2003, an Indigenous Inbound Program was organised as part of Centrelink’s Statement of
Commitment to Reconciliation. Targeted at Indigenous CSC, Call Centre Managers and Area staff at the
Centrelink Band 3 and 4 levels, the program brings together participants from across Australia for an
intensive residential program held in Canberra.
Lasting a week, this year’s program involved 16 Indigenous Centrelink staff from rural, regional and
remote areas. As well as presentations from senior Centrelink and client department officials,
participants attended Question Time at Parliament House and met portfolio Ministers.
During the week, the group worked on four critical issues affecting Indigenous service delivery:




the Indigenous Employee Action Plan
the Integrated Agents and Access Point Service Delivery Model
development of an Indigenous Debtor Profiling Framework
dealing with ‘did not attends’.
The Indigenous Inbound Program’s outcomes have been included in the Indigenous Services Teams’
business priorities for 2004–05.
Learning Library
Since March 2003, the CVC and Service Integration Shop have examined all the technical, paymentspecific learning that exists for Customer Service Officers. This learning has been re-written into
consistent templates, regardless of the payment area. All learning contributes to the achievement of a
nationally recognised Qualification. The CVC also offers formative assessment activities designed to
provide opportunities for practice and transfer of learning to the workplace.
Learning modules, available from a new Learning Library are self-paced or classroom based, and
facilitated by a trainer. Each module includes a study guide for individual learning, a learner’s workbook
that includes activities, reference links and learning outcomes, and a facilitator’s guide for use in
classroom based sessions.
Learning and training activities
E-Learning—Satellite enabled interactive distance learning
The Centrelink Education Network (CEN) offers interactive distance learning by satellite and is currently
available in 377 Centrelink sites, with 2056 keypads distributed across the network. The interactive live
broadcasts include multiple choice questions which the learner responds to using a key pad.
During 2003–04, 56 interactive distance learning programs were broadcast over 363 hours, with an
average of 26 viewers per program.
Programs of significance for 2003–04 included emergency management (in light of the Canberra
bushfires) and responses to the Government’s 2003–04 announcement of the Medicare rebate package.
Centrelink is currently looking at how to make satellite broadcasts more flexible, for example, by
streaming programs to desktop personal computers for all staff. Under this arrangement, staff would
view programs either ‘live’ or ‘on-demand’, depending on other e-Business learning needs.
Implementation of the Learning Management System
During the year, the CVC managed the successful roll-out of Centrelink’s new national learning
management system across the Centrelink network. By 30 June 2004, the learning management system
had been implemented across all Centrelink’s Areas and the National Support Office. Over 6000 learner
records have been created and distributed to around 2000 classes. In early 2004–05, the system will be
extended to support the Centrelink Call network’s learning and development operations.
Project Management Learning Program
To support staff to adopt a project management approach to their work, the CVC has a learning program
that uses generic project management processes and Centrelink Project Office tools. Formerly called
Project Management Training, the new Project Management Learning Program supports a range of
delivery options including a self-paced learning guide, Centrelink Education Network sessions, and a
one-day facilitated workshop. A workplace project shows participants how to apply project management
skills to their work. Once competency has been achieved, a Statement of Attainment is awarded for
three project management units.
Nationally recognised qualifications
In 2003–04, Centrelink issued 1736 nationally recognised Centrelink Qualifications to staff members
participating in its accredited learning programs. Centrelink is authorised to issue these Qualifications in
its own right as a registered training organisation under the Australian Quality Training Framework.
Table 34 shows awards of nationally recognised Qualifications issued by Centrelink. The total number of
Centrelink Qualifications issued in 2003–04 is approximately six per cent greater than in the previous
year.
As well as qualifications issued by Centrelink, many staff members undertake accredited training with
external registered training organisations and are issued with a nationally recognised qualification
through those external organisations. During 2003–04 more than 1600 of these external qualifications
were issued to Centrelink staff—of these, 1023 were issued to Centrelink Call staff undertaking the
Certificate IV in Customer Support.
TABLE 34: AWARDS OF NATIONALLY RECOGNISED QUALIFICATIONS
Nationally recognised qualification
Qualifications issued
Certificate I to III in Business
95
Certificate IV in Business
372
Certificate IV in Government (Fraud Control Investigation, and Fraud Control
Prevention and Detection)
867
Certificate IV in Telecommunications (Call Centres and Customer Contact)
9
Certificate IV in Community Services
210
Certificate IV in Assessment and Workplace Training
132
Diploma of Business
4
Diploma of Business (Front Line Management)
2
Diploma of Community Services (Disability Work)
23
Diploma of Government (Fraud Control Investigation, and Fraud Control
Prevention/Detection)
24
Operations Management Program
The Operations Management Program was developed to help Centrelink staff gain the skills and
knowledge needed to better manage their work. The program supports effective implementation and
ongoing maintenance of redesigned business processes in the network, including Multi Purpose
Contact, Workload Manager, Job Redesign and Customer Account.
Once developed, a training package will be introduced in the second half of 2004 to provide tools and an
organisational framework that will assist staff in integrating operational management principles in their
work practices.
Front Line Management
Centrelink Call has introduced the Diploma of Business (Front Line Management) for Call Centre Team
Leaders. The diploma is offered in conjunction with TAFE Tasmania—a registered training organisation.
Designed to provide team leaders with a combination of people management theory and practice, and a
working knowledge of Call Centre specific requirements and Centrelink business, the course is
considered a world first in bringing together training from international call centre industry leaders.
The Incoming Calls Management Institute provides training in essential skills and knowledge for
incoming Call Centre management. This explores the business of providing the right people, at the right
time, to service anticipated call demand. The Customer Operating Performance Centre offers further
development through high performance management techniques, and training in call centre data
collection, interpretation and analysis.
Participants receive training over three weeks in a residential ‘live-in’ environment. Fifteen days of faceto-face contact includes six days with a call centre focus and nine days dedicated to Centrelink
leadership and management models.
The program has been very successful and provides team leaders with structured, accredited learning
that is recognised throughout the call centre industry.
Certificate IV
Centrelink Call has redeveloped their accredited training program for Customer Service Officers in line
with updates to the Telecommunications Training Package. This allows for greater recognition of
Centrelink Call CSO Qualifications, from induction through to their first 18 months on the job.
The competencies that make up the Qualification have been mapped under three themes—delivering
customer service, working in teams, and using technology. Customer Service Officers are required to
demonstrate competency in meeting Centrelink standards and in understanding how their job relates to
Centrelink business, in particular to Future Directions, the Getting it Right Strategy, and service, quality
and cost indicators.
The new methodology recognises the alignment between the learning and evidence available to
Customer Service Officers through the normal course of their work. Workshops focus on current
Centrelink business needs and this learning is linked back through the mapping process. An additional
696 staff have entered the program this year alone.
Centrelink Call accreditation
The Call Centre network has a well-developed and sophisticated quality management system.
The International Standards Organisation has a number of operational benchmarks that are recognised
worldwide. Under the quality and environmental management standards, in 2003–04 independent and
accredited auditors rigorously assessed Illawarra Call Centre. After mapping Centrelink processes and
systems against the standards framework, Illawarra Call was assessed and accredited as meeting both
the quality and environmental management standards.
National Indigenous Training and Information Framework
The National Indigenous Training and Information Framework is a suite of training materials specific to
the needs of Indigenous customers, communities and employees. The training material was developed
in consultation with the National Indigenous Reference Group, which answers to Centrelink’s National
Indigenous Coalition.
Stage one of the framework is completed and includes:






introduction to Aboriginal and Torres Strait Islander Awareness Training
Personal Adviser—Learning and Facilitators’ Guides
the ‘Indigenous Customers are Everyone’s Customers’ Program
working in Remote Communities (elective) module
National Induction package
inclusion of Indigenous specific content into training of Centrelink Psychologists.
Stage two of the framework, currently being developed, includes:








‘Indigenous Customers are Everyone’s Customers’ (role specific information)
(Accredited) Aboriginal and Torres Strait Islander Cultural Awareness Training
People Team/Human Resource Area Units Indigenous Employees Action Plan Training
Community Management Certificate IV
Diploma of Community Management
Coaching and mentoring (Indigenous specific)
Indigenous Service Units Induction Training
Domestic and Family Violence Training.
Completion of fraud control training
In 2002–03, the CVC worked with the Detection and Review Team to support implementation of
nationally recognised competency standards set out in the Commonwealth Fraud Control Guidelines.
This involved developing learning and assessment systems for:


Certificate IV in Government (Fraud Control Investigation)
Certificate IV in Government (Fraud Control, Prevention and Detection).
See Table 34 on page 170 for information about the number of employees awarded these Certificates in
Government.
In 2003–04, the CVC continued to develop improved assessment and learning resources to support the
Diploma of Government (Fraud Control Investigation), which will assist staff working in the Detection and
Review Team meet mandatory Qualification standards.
CREATE A REWARDING, SAFE AND HEALTHY WORK
ENVIRONMENT
Centrelink is committed to a positive workplace and the National People Plan’s areas of focus are—
providing a safe workplace that supports work/life balance; valuing the unique skills and contribution of
our people by recognising and celebrating achievements and successes; and allowing our people to
express their diversity in their work.
As well as the general information on health and safety intentions and activities outlined in this section,
the mandatory reporting required under Section 74 of the Occupational Health and Safety
(Commonwealth Employment) Act 1991 is provided in Appendix 8 on page 287.
Health and safety
Centrelink recognises that effective health and safety management systems make good business sense,
represent a cost-effective investment in our people, and will lead to reductions in the high social and
financial costs of occupational injury and illness.
Centrelink’s occupational health and safety (OH&S) policy states that:
The health, safety and wellbeing of staff is integral to our daily business and values. Centrelink is
committed to a strong, well-developed health and safety culture. We want workplaces that recognise the
value of prevention activities, which actively identify and eliminate hazards, and which have managers
and staff who are committed to the integration of OH&S practices into everyday business.
The focus is on improvements in both OH&S performance and overall business performance and
productivity, to:



prevent work related injury and illness
provide information, training and professional support and advice on OH&S issues
advise managers and staff about their responsibilities for promoting a safe and healthy work
environment, free from hazards.
Centrelink’s OH&S agreement sets out the roles and responsibilities of all managers, team leaders,
employees, health and safety representatives, OH&S committees and the Community and Public Sector
Union to meet our duty of care under the OH&S Act. The agreement also sets out the OH&S
infrastructure we need to meet our responsibilities.
OH&S programs
Centrelink maintains OH&S policies, resources and structures to promote the highest standard of health,
safety and wellbeing of all staff through:




the prevention of work related injury and illness
providing information, training and professional support and advice
providing advice to managers and staff on their responsibilities for promoting a safe and healthy work
environment
a policy and agreement with the Community and Public Sector Union that set out roles and
responsibilities of all parties. Consultation about a new policy and agreement is taking place.
Centrelink manages injury and disease risks that are comparable with the Australian Government
jurisdiction and actively seeks to identify, adopt and develop best practice in prevention. In addition to
workplace initiatives developed by and tailored to individual workplaces, Centrelink implemented
corporate prevention activities, including:.





implementing two pilot prevention programs, in cooperation with Comcare, focusing on leadership,
organisational climate and culture, and best practice in early intervention
developing a pilot leadership team prevention methodology
conducting a review of the current customer aggression management strategies
committing to the Safety Rehabilitation and Compensation Commission’s national strategy targets to
reduce the incidence of injury by at least 20 per cent by 2007 and at least 40 per cent by 2012
developing a corporate workplace health and safety plan for implementation in 2004–05
Security consultancy—Australian Protective Services
Australian Protective Services is contracted to provide professional security consultancy services to
Centrelink.
In 2003–04, Australian Protective Services:






conducted a physical security review of Centrelink’s Canberra Data Centres
undertook a comprehensive security review of a security incident at the Inala CSC
provided a report on the adequacy of local sites’ security checklists, which were completed in each
Centrelink Office and subsequently provided to National Support Office
reported on aspects of physical, personal and asset security of Centrelink CSCs, Call Centres and
Area Support Offices, as part of a comprehensive security review, including risk assessments based
on the Protective Security Manual provisions
tested the security of National Support Office
developed an Agency Security Plan, including security strategies and risk treatments.
Dealing with difficult situations workshop
During the year, Area North Central Victoria piloted three workshops for staff with a focus on dealing
with difficult situations. The aim of the workshops was to equip Customer Service Officers and Team
Leaders with the knowledge and techniques needed to help deal with difficult situations in their roles.
The workshops were developed by a group of specialists including a Psychologist, a Social Worker and
the Area Learning Team. The three workshops covered:



developing skills in dealing with difficult situations when interacting with customers
developing skills in understanding and assisting customers who present with mental health issues
looking at the importance of self-care in helping staff to cope with difficult situations.
Because the pilot was such a success, the workshops are now a key part of the Area’s ongoing training
program.
CUSTOMER ISSUES TRAINING
Area Brisbane’s Learning and Development Team developed a training program to raise staff
awareness about the issues some of our customers face. The training is also designed to help staff in
their interactions with distressed or aggressive customers.
As part of the program, an external trainer delivered drug and alcohol awareness training.
A new Customer Aggression Peer Support initiative was set up, which involves training volunteer staff to
provide onsite and immediate support to their peers affected by customer aggression.
The initiative also involves collecting quarterly statistics on program users; ensuring the program is
consistent with best practice critical stress management and occupational health and safety measures;
and providing reassurance that Centrelink is committed to staff safety and wellbeing, especially when it
comes to dealing with customer aggression.
Balancing work and family life
Centrelink acknowledges that balancing work and family life can sometimes be stressful for employees
and can affect productivity. Centrelink employees have access to a range of services that help them to
deal with work/life balance, including:




Dependent Care Referral Services
Employees Assistance Program
School Holiday Care Allowance
leave options in addition to recreation leave.
Centrelink’s Area-based Employee Assistance Program is a professional, free service for staff and their
families. The program offers counselling for specific situations such as traumatic workplace incidents,
and resources for managers and team leaders who may have to address challenging staff issues.
The Employee Assistance Programs can assist with pressure and stress; alcohol and drug problems;
family problems; separation/divorce and relationship difficulties; personal trauma; grief and
bereavement; health and lifestyle issues; and gambling and other addictions.
Workforce availability
The Corporate Performance Team looks at identifying high performance and promoting better practice
within Centrelink. This year the team completed a major research exercise into workforce availability.
In December 2003, the Guiding Coalition accepted the recommendations in the team’s research paper
‘A Study of High Performance in Centrelink – Increasing Business Capacity by Improving Workforce
Availability’.
The recommendations cover improvements to both corporate and local issues. These range from I&T
systems support, improved local management, and a focus on personal responsibility and accountability.
The approach aims to build on other new directions including the Staff Portal, I&T changes and the
Centrelink Service Delivery model.
Because reducing unnecessary absenteeism is an important element of workplace efficiency and also
contributes to the general wellbeing of all Centrelink people, it will continue to be a focus area in the
coming years.
Recognising achievements and successes
Awards within Centrelink
Centrelink National Awards
Centrelink has a strong culture of recognising and rewarding the achievements of our employees. Each
year, a number of formal awards are presented to Centrelink staff in recognition of their achievements
and commitment to the organisation.
The Centrelink national awards are celebrated on the anniversary of Centrelink’s formation. They
recognise the outstanding achievements of Centrelink people who have significantly advanced
Centrelink’s business objectives.
The national awards cover four categories:




Customer Service Award
Change Management Award
Ross Divett Award
Emergency Response Award.
The Ross Divett Award is the highest achievement award within the national award categories, with
nominations assessed for exemplary work in the ‘plan–do–review–act’ business strategy.
Assessment criteria for the national awards are:




the individual or team performance has been exceptional and resulted in an exceptional achievement
the initiative has furthered Centrelink’s objectives and accelerated Centrelink’s business
transformation
the initiative has been extended and applied throughout the agency
the initiative breaks new ground and proves the approach worth adopting.
In addition, the Environmental Management@Work Award was established during 2004 to acknowledge
achievement of good practice in terms of ecologically sustainable development within Centrelink’s
business operations. This new award will be implemented during 2004–05.
The 2003 highly commended nominees and national award winners were:
Customer Service—teams
Highly commended
Tax Cluster Upgrade Project Team, National Support Office
Accessible Letters Team, Geelong Call Centre
Overall winner
Area Hunter
Customer Service—individual
Highly commended
Mick Shaw, Rural Call Centre, Queensland
Jonathan Sherlock, Area North Central Victoria
Overall winner
Jim Wiblin, Area South Metro, New South Wales
Change Management—teams
Highly commended
Defence Signals Directorate Gateway Certification Team
Business Communication and I&T Team, Area North Central Victoria
Overall winner
Centrelink Project Office Team, National Support Office
Change Management—individual
Highly commended
Kathy Volkert, Area South Australia
David Lonsdale, National Support Office
Overall winner
Suellen Shea, Area West Australia
Ross Divett
Highly commended
Strategic Cost Management Team, National Support Office
Overall winner
Information and technology managers and staff
Emergency Response
Highly commended
Wangaratta Bushfire Recovery Team
Catherine Donohue and Jack Forbes, Mildura and Swan Hill Drought Team
Overall winner
Kate Hay and the Drought Team, Shepparton
Centrelink Australia Day awards
To celebrate Australia Day, each year Centrelink acknowledges staff who have shown outstanding
dedication in service to Centrelink during a difficult time, or over a lengthy period, or who have
demonstrated exceptional voluntary work in their community.
Special award ceremonies are conducted throughout Centrelink Offices. Winners are presented with
engraved National Australia Day Council medallions and certificates.
In 2004, 72 Australia Day achievement awards were presented to individuals and teams across the
Centrelink network. One example of an outstanding achievement was Vicki Campbell from Launceston
Call Centre. Vicki raised funds for the Royal Flying Doctor Service by cycling from Cloncurry (site of the
first flying doctor service) to Dubbo—a journey of 3500 kilometres. The Bali Family Support Team was
also recognised for their around-the-clock counselling and support for victims’ families on the
anniversary of the Bali bombing.
Chief Executive Officer’s service awards
The Centrelink Chief Executive Officer’s service awards recognise the commitment and dedication of
Centrelink staff in serving the public through the Australian Public Service. Under these awards,
Centrelink presents a series of certificates and gifts to celebrate significant milestones of service at 20,
25, 30 and 35 years. Each week, between 20 and 30 certificates and/or gifts are awarded.
Youth awards
Every year, Centrelink’s National Excellence in Youth Servicing Awards are celebrated during National
Youth Week. Awards are presented to staffs who have demonstrated exceptional commitment to
meeting the needs of young people and to Centrelink staff aged under 30 years who have demonstrated
exceptional commitment to their work or the community.
All finalists attended a dinner at Parliament House on 1 April 2004 and the Minister for Family and
Community Services, Senator the Hon. Dr Kay Patterson, presented awards to the winners:
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Lesley Tannahill Youthlink Award—Christine Kruse, Victoria
Community Commitment—Troy Kennedy, Queensland
Excellence in Youth Servicing, Community nomination—Rosie Imbert, New South Wales
Excellence in Youth Servicing in a Call Centre Environment—Jodie Bird, New South Wales
Corporate Citizenship—Mary Livingston, New South Wales
Making a Measurable Difference for Students (FaCS award)—Curtin Student Service Centre,
Western Australia
Excellence in Youth Servicing—Andrew Blackburn, Western Australia
Excellence in Indigenous Youth Servicing—Roy Thompson, Queensland
Excellence in Multicultural Youth Servicing—Sally Chan, Victoria.
External awards
Prime Minister’s Employer of the Year Award
Centrelink were the winners of the Prime Minister’s Employer of the Year Award in the large
Government agency category for its commitment to employment of people with disabilities.
ACT Excellence Award
The Centrelink Virtual College (CVC) won the Large Registered Training Organisation category in the
Australian Capital Territory Department of Education and Training 2003 Training Excellence Awards.
The award acknowledged the excellent work done by the CVC in embedding the Australian Quality
Training Framework into the learning and development opportunities provided to Centrelink staff.
Public Service Medal
The Public Service Medal is a component of the official Australian system of honours and is awarded
twice a year as part of the Queen’s Birthday and Australia Day Honours List.This very prestigious award
recognises employees for outstanding public service.
Desley Hargreaves, in her role as National Manager of Centrelink’s Social Work Services, was awarded
a Public Service Medal in October 2003 as part of a special Bali Commemoration List.
Margaret Simmons, a member of Centrelink’s Investigation and Recovery Unit, South Australia was
awarded the Public Service Medal for her liaison role between Centrelink and the South Australian
Director of Public Prosecutions. Her work contributed to the successful conduct of a major criminal
investigation.
Australian Teleservices Association National Call Centre of the Year Award
In 2003 Centrelink was again recognised as one of the nation’s premier organisations by industry leader,
Australian Teleservices Association.
Perth Call Centre was honoured by being named national Call Centre of the Year in the 50 staff or more
categories at the 2003 National Awards held during September 2003.
It was the second year in a row that Centrelink had taken out the prestigious major award, following the
success of its Liverpool Call Centre in 2002. The Perth Call Centre was also named the Greenfield Site
of the Year.
In addition to Perth’s National awards, Barbara Phillips, Staff Manager in Perth, won the Call Centre
Champion (non-phone staff) category in the 2003 Western Australian state association awards.
Newcastle also took out two categories in the 2003 New South Wales state association awards.
Newcastle was recognised as Call Centre of the Year (more than 50 staff) and Greenfields site of the
year in 2003.
Centrelink achieved even greater success in 2004 by winning a number of state Australian Teleservices
Association awards in the following categories:
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Call Centre of the Year (over 50 staff)—Adelaide, Cairns and Newcastle
Manager of the Year—Jim McMahon, Adelaide and John Dorian, Newcastle
Greenfield Site of the Year—Cairns and Bunbury
Help Desk of the Year—Port Augusta
Teleprofessional of the Year—Ashley Spowart, LaTrobe and Richard Trow, Port Macquarie
Customer Champion of the Year—Mark Davison.
All state award winners are automatically nominated in the national awards that will be held in
Melbourne, during September 2004.
Australian Public Service Workplace Diversity Awards
Centrelink won the Regional category and received two commendations.
Area East Coast
Area East Coast won the Regional category for their initiative of skilling Indigenous Servicing staff. Area
East Coast recognised a learning gap for Indigenous Servicing staff and worked with Nirimba TAFE to
develop and deliver the Certificate IV Community Management program. The benefits include stronger
business outcomes through better relationships with Indigenous communities, improved opportunities for
Indigenous staff, and increased confidence among and retention of Indigenous staff.
Adelaide Call
Adelaide Call was highly commended in the 2003 Australian Public Service Workplace Diversity Awards
for recruitment of people with a disability.
Adelaide Call actively set out to recruit staff who identified themselves as having a disability. The Call
Centre invited the involvement of external agencies and explored the process each agency used to
attract and assess people with disabilities.
Selections were merit based and applicants were required to undergo the same assessment process as
applicants without disabilities. However, if needed, applicants could use large print material, bigger
monitors, and closed circuit television.
Adelaide Call has since successfully undertaken four recruitment exercises, continuing to refine and
improve the processes each time. Twelve per cent of Adelaide’s 280 staff are now self-identified as
having one or more disabilities.
Cairns Call
Cairns Call was also highly commended in the Workplace Diversity Awards for their staff child care
arrangements.
In an effort to reduce absenteeism and to help staff balance their work and family life, Cairns Call set up
a carers’ facility, which means an employee can still come to work when their child is suffering from a
non-contagious illness or injury. In response to growing demand for the facility, Cairns Call also bought
the equipment needed to set up a mobile carers’ station.
Cairns Call conducted a cost Benefit analysis for the period January 2003 to May 2003. For the five
months, Cairns Call recorded a 39 per cent decrease in Carers’ Leave compared with the same period
in 2002. This represents potential Carers’ Leave cost savings of approximately $30 000 each year.
Expressing diversity in our work
Centrelink is committed to continued development of a culture that supports the principles of workplace
diversity through:
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becoming an employer of choice by building a diverse workforce
providing a flexible work environment that allows our people access to choices that support their
lifestyle
ensuring our people understand the importance and values of workplace diversity, andthe
implications of workplace harassment and discrimination both to the individual and the organisation
creating a workplace that is valued by our people.
Centrelink’s Workplace Diversity Plan will be reviewed in 2004–05, followed by a new Action Plan based
on the review findings.
MOVING FROM UNEMPLOYMENT TO CUSTOMER SERVICE
In its efforts to attract and retain employees with a disability, Moorabbin Call developed a strong working
relationship with recruitment agency Diversity@Work. The agency’s job was to find applicants with a
disability and people who, through accident or injury, could not return to work in their usual occupation.
A recent recruit, Hugo Sermeno, is a great example of Moorabbin Call and Diversity@Work working
together to get the right person for the right job.
After damaging his leg in a car accident, Hugo was out of work for nine years. But Moorabbin Call and
Diversity@Work recognised his abilities and Hugo now works in the Retirements and Disabilities Team
as a Customer Service Officer.
National Indigenous Employees Plan 2005-2008—Working Together
Centrelink’s new draft National Indigenous Employees Plan (2005–2008) is the third document of this
type for Centrelink. The aim is to improve the employment circumstances and future prospects of
Aboriginal and Torres Strait Islander peoples in Centrelink.
Centrelink recognises the important role our Indigenous employees have in identifying employment
barriers and developing solutions in line with the principle of self determination.
In partnership with Indigenous employees, Centrelink is working to develop practical solutions for the
new National Indigenous Employees Plan in critical employment areas for Indigenous people.
Indigenous staff will co-own the plan, which will be achieved through consultation, partnership and
awareness.
The key focus areas for Centrelink over the next three years are:

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providing greater employment opportunities for Indigenous Australians
assisting Indigenous employees to fulfil their career goals through the provision of development and
learning opportunities
ensuring Indigenous employees receive appropriate support
increasing our understanding of the identity and experience of Indigenous Australians and reflecting
this awareness in our internal and external service delivery.
The new National Indigenous Employees Plan will be finalised around October/November 2004.
NAIDOC Week
NAIDOC Week 2003 was once again celebrated by holding Centrelink’s Annual Great Debate.
For Centrelink, the main focus of the week is to bring issues of concern to Aboriginal and Torres Strait
Islander peoples to the attention of our staff in memorable and exciting ways. Each year NAIDOC week
has a theme, which represents an important issue to Indigenous people. The theme for 2003 was ‘Our
Children, Our Future’.
For the debate three young Indigenous employees, ‘The Young Guns’ (affirmative) challenged the
People Management Team (negative) to debate the NAIDOC theme. Lively and amusing debate led to a
very close result with an audience ‘clapathon’ deciding the winner. The trophy went to the People
Management Team.
Staff Volunteering Strategy
Volunteering strategy launch
The Centrelink Staff Volunteering Strategy was officially launched in National Support Office in
December 2003.
The strategy reflects Centrelink’s vision and mission to make a positive difference to people, families
and the community by building quality relationships with the community to improve the wellbeing of
Australian society. It acknowledges and celebrates the important but often unrecognised contribution by
Centrelink staff in volunteering activities, undertaken as individuals in their own time. Centrelink’s Staff
Volunteering Strategy guides and facilitates staff involvement in volunteering and encourages sustained
support for these activities.
The launch featured guest speakers from volunteer organisations such as Lifeline Australia and
Australian Capital Territory Bushfire and Emergency Services, and was broadcast to staff in the network
via Centrelink’s Business TV.
Starting in 2004–05, staff involvement in volunteering is to be recognised each December as part of an
annual Staff Volunteers Week.
Centrelink volunteering conference paper
Centrelink’s recognition and encouragement of staff volunteering was the focus of a presentation at
Volunteering Australia’s 10th National Conference in Melbourne in June 2004.
The Conference theme of ‘Volunteering—evolution, devolution or revolution?’ provided an ideal
opportunity to discuss the longstanding interest and involvement of Centrelink staff in volunteering
activities in their local communities. The paper outlined the volunteering achievements of Centrelink in
the past, and the directions for continuing and sustained support for staff volunteering into the future.
Centrelink and FaCS Woman’s Forum annual dinner
Over 100 women from Centrelink and FaCS celebrated International Women’s Day with their sixth
annual dinner on 31 March 2004. At the dinner, Michele Hawkins from the Australian National University
entertained people with a speech and presentation on ‘career changes and the love life of bonobos’. A
live South American all-women band had the audience dancing. As well, the event featured an exhibition
of photographs taken by women from Centrelink and FaCS.
Centrelink Games 2003—the ‘friendly games’
The 2003 Centrelink Games were held in Tweed Heads as a joint venture between Tweed Call Centre
and the CSC. The games, held in October 2003, attracted almost 500 players and onlookers.
Played at Ark install Park in South Tweed Heads, the games’ opening and closing ceremonies were held
at the Seagulls Club. The 2003 games saw the introduction of a ‘Guiding Coalition’ team and, for the first
time in the history of the carnival, it rained. However, all events went ahead and, in true Centrelink style,
wet conditions did not dampen the spirit of participants.
The 2004 Centrelink Games will be held in Grafton.
ENHANCE LEADERSHIP CAPABILITIES AND SUCCESSION
PLANNING
Effective leadership and management are essential for the ongoing success of Centrelink and the
wellbeing and satisfaction of its people. This section outlines activities aimed at developing leaders to
take the business into the future, and supporting managers and team leaders in maximising the
commitment and contribution of Centrelink’s people.
Developing leaders to take our business forward
Centrelink Leadership Development Framework
The Guiding Coalition endorsed the Centrelink Leadership Framework in August 2002. The framework’s
objective is to build and maintain leadership capability across all areas of Centrelink business at the
organisational, team and individual levels.
Important framework components are Leadership Development programs. Throughout 2003–04,
programs were delivered to many Business Managers and Senior Executives (see Table 35). A separate
program was designed and implemented for Customer Service Team Leaders.
The Leadership Development programs were designed after wide consultation. They form the basis of a
‘leadership pathways’ approach adopted for integrated leadership development in Centrelink. The
components include capability appraisal and feedback; executive coaching; a residential intensive
workshop; peer partnering; and an optional project component leading to accreditation. Further initiatives
are planned for implementation in 2004–05.
Centrelink’s Leadership programs have resulted in a heightened awareness of and interest in coaching
and mentoring. These concepts are integral to the evolution of a broader Leadership Development
Framework. A number of Areas across Centrelink are currently implementing mentoring and coaching
programs as significant techniques to develop leadership. In the coming year, the focus will be on
developing a Centrelinkwide flexible model that aligns with better practice across public and private
sector organisations.
TABLE 35: LEADERSHIP PROGRAM PARTICIPATION
Level
Participants to 30 June 2004
Centrelink Managers
195
Senior Executives
43
The Centrelink Virtual College has also implemented a comprehensive and innovative evaluation
strategy to provide insights into the impact of the leadership development strategy on organisational
outcomes. Setting performance targets for leadership that are measured through the Balanced
Scorecard also promotes the organisation’s leadership development priority.
LEADERSHIP DEVELOPMENT—A LIFE-CHANGING EXPERIENCE
Senior Executive Leadership Program participant, Rilka Macainsh, described her time at the Bowral pilot
as a ‘life changing experience’.
‘The program gave grounding in the fundamental principles of leadership and what this could mean in a
Centrelink framework. I learnt about the theory of leadership and gained invaluable insights—both at
personal and team levels—that have helped me to apply the principles in practice. And, I had great fun
along the way,’ Rilka said.
Rilka went on to bigger and better things with a secondment to the Department of Prime Minister and
Cabinet, where she says she gained a greater strategic appreciation and understanding of the
complexities in which the public service has to operate.
As well, Rilka was chosen as a delegate to the Commonwealth Study Conference held in New Zealand
in October 2003. Selected after a rigorous application and interview process, she was appointed as a
conference study tour leader. This meant taking responsibility for coordinating a conference report, on
behalf of the 15 people in her group who represented seven countries.
Rilka has since been promoted to the Centrelink Senior Executive Service— congratulations Rilka!
Support and development for Customer Service Team Leaders
Centrelink Customer Service Team Leaders directly supervise almost 18 000 Customer Service Officers
in CSCs, Call Centres and Compliance Units. This makes them one of the most influential groups of
people in Centrelink.
The Centrelink Development Agreement 2003–2005 calls for a move to ‘More clearly define for
Customer Service Team Leaders their role in terms of leadership in the management of people,
business and strategic change’.
Centrelink is developing the capability of Customer Service Team Leaders to improve Centrelink
business outcomes, the quality of service to customers, and government program outcomes.
In 2003–04, the focus was on developing Customer Service Team Leaders’ capabilities by:
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recognising work value
articulating a clearly defined role, understood and accepted by all
developing tools and products to help them do their job
building leadership skills and development opportunities.
Job specifications
Job specifications for Customer Service Team Leaders were endorsed. Drawing on Centrelink’s
‘leadership capabilities’ and Centrelink’s business goals, the job specifications clarify the responsibilities,
skills, knowledge and outcomes required. Widely promoted throughout the organisation, the job
specifications have also clearly defined the role of Customer Service Team Leaders. As well, they have
provided guidance for recruitment and succession planning, and paved the way for defining and
supporting other job roles in Centrelink.
Homepage
During 2003–04, a Customer Service Team Leader homepage was developed as the forerunner to
future portal technology. It supports well-informed, accurate business decisions by providing easy
access to information, tools, products and development opportunities.
The homepage supports better understanding of Team Leaders’ roles and what is expected of them. As
a direct communication link to every Team Leader, it supports change management and includes
information specifically tailored to the target audience.
National development program
During the year, Centrelink Area Offices started to implement a national Customer Service Team Leader
Development Program. Based on the principles of the Leadership Development Program for Senior
Executives and Managers, it covers the areas of fundamental business skills and operational
knowledge.
Designed to meet the development needs of Customer Service Team Leaders at all stages of their
career progression, this flexible program culminates in a Diploma of Business (Frontline Management)
for Customer Service Team Leaders or, for Team Leaders in compliance areas, a Diploma of
Government (Fraud Control Investigation).
First introduced in April 2004, the program was trialled in Area West and Area East Coast in New South
Wales.
Providing a consistent approach to Team Leader development, the program consists of three
interconnected components:
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Developing as a Leader—which introduces Team Leaders to their role and responsibilities and
develops fundamental business and leadership concepts and skills
Operational Skills—which helps Team Leaders develop the skills to use the available tools, products
and processes to achieve business outcomes
the Diploma of Business (Frontline Management)—which develops a more strategic focus for more
experienced Team Leaders.
PROVIDE THE TOOLS, KNOWLEDGE AND BUSINESS
INTELLIGENCE NEEDED TO WORK EFFECTIVELY
Access to the right business intelligence is critical for staff in their decision making. Centrelink is highly
dependent on information technology solutions to support our people in front line service delivery. This
section outlines initiatives covering user friendly systems and their operation, as well as enhancements
to business intelligence available.
User Assurance Centre
The User Assurance Centre (UAC) collects user input, both from customers and staff, to assist in the
development of Centrelink products and processes.
Both customers and staff are matched with Centrelink products and tools in the controlled user
assurance centre environment. The relevance and usability of the product are tested as well as its
readiness for implementation.
The Usability Laboratory is a facility within the centre used to observe, record, measure and evaluate
products at all stages of development.
The UAC also provides user-centred development of learning packages. For example, in 2003–04, this
included feedback on Working Credit, Senior Practitioners, and Quality on Line training.
During 2003–04, the UAC conducted user-centred evaluations for Working Credit, online services,
Customer Account claims, the Social Work Information System, Workload Manager, Senior Practitioner
training and e-Reference. During the year, the UAC also provided user-centred evaluation services for
the Australian Taxation Office and the Australian Electoral Commission.
Providing the business knowledge to help achieve team goals
Staff Online Services project
The Staff Online Services project is one of a range of projects under Centrelink’s IT Refresh Program.
As such, the project aims to develop our online presence with customers, business, community,
government and staff. The project is being designed to meet the challenges of current and future
business by supporting our people with knowledge, skills, tools and opportunities.
Focusing on making it easier for Centrelink staff to access the applications and information they need to
do their jobs—whatever they do and wherever they work—the project includes a ‘User-Centred Design’
approach which in 2003–04 involved:
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identifying business needs through interviews with Guiding Coalition members
determining staff requirements through a series of workshops and interviews with representatives
from CSCs, Call Centres, Remote Access Centres, Indigenous Remote Services Teams, Area
Offices and National Support Office
involving staff in the design phase of the project, in particular the design and evaluation of a new
workspace.
The information gathered during the interviews, workshops and collaborative design will feed into the
development of an improved Staff Online environment.
Comparative Reporting Framework
During 2003–04, a Corporate Comparative Reporting Framework was finalised in response to
recommendations made by the Boston Consulting Group’s review of Centrelink’s organisational
efficiency.
This is a multi-dimensional framework that enables the reporting of Service Quality Outcomes against
Cost Efficiency. An integral component of the framework is the incorporation of drivers for improving
performance through a series of leadership and workforce capability measures. The integration of these
measures ensures the ongoing alignment of our people management capability with corporate
performance information.
People Management Benchmarking Program
As a participant in HRM Consulting’s People Management Benchmarking Program, Centrelink is
working on a new desktop reporting tool for managers that will incorporate people management Key
Performance Indicators and organisational targets for particular measures.
Including Australian public and private sector organisations, the benchmarking program gives Centrelink
the potential to monitor performance across a range of human resource and workforce measures, and
assess this in the context of broader industry performance.
Centrelink’s People and Corporate Performance Team uses benchmarking data to strengthen its people
management reporting and analysis. These data are an important part of our research into improving
people’s performance.
The reporting facility will also include resources and information to help managers interpret and
understand their workforce data and make more informed decisions.
Workload Manager
During the year, Centrelink rolled-out a new system that helps network staff and Team Leaders match
staff resources to business demands. Known as Workload Manager, it presents information to staff as
team and individual diaries, including a breakdown of tasks to which they have been assigned.
Workload Manager also makes it easier to identify and set priorities for Customer Service Officer
Activities in relation to customer records.
Online Document Recording
In a two-stage implementation of a new Online Document Recording system, Centrelink is set to ensure
that recording processes are easier, faster and consistent for all staff.
Starting in June 2004, Stage One introduced structured text, generated from codes and fields entered by
the user. This will mean more consistent information management and recording, for example in fields
such as ‘Who contacted’, ‘Why contacted’ and ‘Contact channel used’. It will also reduce the amount of
storage needed and less processing time.
Scheduled for introduction in September 2004, Stage Two will consolidate improvements and lead to
better development and integration with online services. Stage Two will also replace the need to enter
details manually, by generating text in response to individual tasks such as updating earnings and
accommodation details.
e-Reference
e-Reference is Centrelink’s electronic resource for staff to access when dealing with customer enquiries
and claims. It sets out the procedures to follow in completing work for the various payments and services
Centrelink provides.
In 2003–04, work on new technology that will deliver a better quality of service to staff was close to
finalisation. Roll-out of the new technology will start in 2004–05.
The improvements include:
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the ability to provide weekly updates
better search functionality, making the content easier to find
improved information layout, making it easier for staff to read.
Once it is fully implemented internally, work will proceed to allow public access to the material over the
Internet.
Edge—Decision Support (Expert) System
Given the recent and considerable changes in family policy and its delivery, FaCS and Centrelink
commissioned a review of the business case for the further development and installation of the decision
support ‘Edge’ system.
Completed in November 2003, the review report found that a viable business case for Edge no longer
existed for deploying the system in its then current form.
However, Centrelink has commissioned a feasibility study to explore the targeted use of expert systems
that could draw on the work already undertaken and what was learnt from this. The feasibility report is
yet to be finalised.
Risk information and management
In 2003–04, Centrelink identified the requirements for an automated risk management information
system. The system will give the Board and Centrelink senior managers access to detailed reports on
the ‘health’ of risk management within Centrelink. It will also assist in planning for current and expected
reporting and monitoring needs.
During the year, demand for risk identification and analysis workshops grew, with an average of one
workshop held each fortnight. Following recommendations from an external consultant, these workshops
were restructured to help ensure more efficient delivery of risk management in Centrelink.
During the year, National Support Office also piloted a training course on risk management practices.
This course will most likely form the basis of a strategy to develop a more sophisticated network of ‘Risk
Champions’ in Centrelink, Australia-wide.
As well, work continued on reviewing each team’s annual Business Improvement Plans to ensure they
integrate risk into business planning processes and improve the quality of risk assessments.
OUR EFFICIENCY AND EFFECTIVENESS
CHAPTER SEVEN
OUR EFFICIENCY & EFFECTIVENESS
GOAL
To ensure our internal processes support efficient and effective services and provide value for money.
TOP-LEVEL RESULT
Centrelink expenses as a proportion of program delays.
TARGET
Not yet set
RESULT
3.57%
FIGURE 16: CENTRELINK EXPENSES AS A PROPORTION OF PROGRAM OUTLAYS
HIGHLIGHTS FOR 2003–04
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Achieved a $6.3 million operating surplus. Accumulated deficits over the life of Centrelink stood at
$6.7 million on 30 June 2004 or 0.05 per cent of total revenue managed by Centrelink since its
inception in 1997–98 ($12.8 billion) (page 196)
maintained a positive cash position of $194.9 million at year end(a) (page 198)
the Centrelink Funding Model was endorsed by Government in the 2004–05 Federal Budget, for
implementation from 1 July 2004 (page 200)
further enhanced Strategic Cost Management as a methodology to better assess costs and allocate
internal resources across Centrelink’s service delivery network (page 200)
successfully established the IT Refresh Program by delivering base capabilities required for future
projects (page 211).
(a) Cash includes the cash receivable from the Official Public Account which is held at call on behalf of
Centrelink by the Department of Finance and Administration.
DESCRIPTION
Centrelink needs to ensure its internal business processes are effective and efficient to meet the goals
we have set in relation to our external stakeholders and government expectations.
Funded primarily by the Australian Government through our client agencies, Centrelink is continuing to
develop improved efficiency indicators through the implementation of Strategic Cost Management. The
organisation remains subject to ongoing efficiency dividends and must continue to demonstrate sound
budgetary controls.
Centrelink will continue to develop the information technology capabilities needed for future service
delivery options. New capabilities will support the delivery of robust and reliable customer self service via
the telephone and the Internet and facilitate more effective interactions between Centrelink and
government agencies, commercial organisations and the community sector. It is also a priority to work
with client agencies to identify and address the scope for simplification of legislative requirements.
Three of the eight key areas that customers want Centrelink to focus on to improve the customer
experience fall within this goal:
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
promptness and consistency of service delivery
aligning future arrangements with customer expectations and preferences
access to and integration of services.
The strategies in this chapter address these concerns and are focused on improving the efficiency and
effectiveness of our services.
KEY STRATEGIES
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manage our budget effectively (page 196)
identify and implement better practice (page 201)
effectively implement IT Refresh (page 211)
tailor our service offers (page 213)
simplify, streamline and re-engineer our processes (page 217).
MANAGE OUR BUDGET EFFECTIVELY
Business managers are responsible and accountable for delivering business outcomes in line with their
Business Improvement Plan and within budget allocation. Financial performance against planned
outcomes continues to be analysed and addressed on a monthly basis to ensure that all business
priorities are met within available revenue.
A longer-term approach to capital budgeting is planned for implementation in 2004–05 with the objective
of developing a five-year capital plan. This will better position Centrelink to make longer-term strategic
capital improvement decisions.
Centrelink is continuing to develop improved efficiency indicators through the implementation of
Strategic Cost Management. This will provide us with an improved understanding of cost drivers and
cost containment ensuring active cost reduction strategies are in place across all teams.
Operating result
Centrelink reported a net operating surplus of $6.3 million for 2003–04. This equates to 0.3 per cent of
total 2003–04 annual revenue of $2.2 billion. This result is a reflection of sound financial management
and due to a concerted effort to tighten discretionary administrative expenses. Another factor affecting
the operating result was the requirement for Centrelink to return approximately $19 million in revenue to
government as part of the reconciliation process of actual customer numbers to estimates funded under
the former Regional Funding Model. In addition Centrelink’s base revenue was reduced by $19 million
compared to 2002–03 as a result of the application of the annual efficiency dividend.
TABLE 36: CENTRELINK’S NET OPERATING RESULT 2003–04 AND 2002–03
2003–04
2002–03
$’000
$’000
Revenue
2 156 704
2 016 297
Expenses
–2 150 443
–2 064 008
Net operating result
6 261
–47 711
Revenue
Centrelink’s operating revenue is primarily derived from client agencies with whom Centrelink has
Business Partnership Agreements (BPAs). Centrelink is paid in accordance with the arrangements
specified in each BPA for the delivery of agreed services. Though Centrelink provides services on behalf
of 25 agencies, FaCS remains Centrelink’s major source of revenue, providing approximately 91 per
cent of Centrelink’s overall revenue in 2003–04.
TABLE 37: REVENUE TO CENTRELINK FOR SALE OF SERVICES 2003–04
Source of revenue(a)
$’000
FaCS
1 967 171
DEWR
116 999
DEST
16 150
DAFF
22 155
Other client revenue
28 662
Total revenue from sale of services
2 151 137
(a) Excludes $5.567m in revenues comprising resources received free of charge ($4.766m), proceeds
on sale of assets ($0.430m), direct appropriations received from Government ($0.250m) and foreign
exchange gains ($0.121m).
TABLE 38: SUMMARY OF RESOURCES
Budget(a)
Actual
Budget(b)
2003–04
2003–04
2004–05
$’000
$’000
$’000
Price of agency output Output: Efficient delivery of Commonwealth services to eligible Customers
Revenue from government
(Appropriation)
250
250
250
Revenue from other sources
2 152 782
2 156 454
2 208 848
Total price of output
2 153 032
2 156 704
2 209 098
Total revenue for outcome
2 153 032
2 156 704
2 209 098
Equity injection
40 676
40 676
23 730
Total capital for Agency
40 676
40 676
23 730
Staffing years (number)
24 418
24 153
23 992
for departmental output
(Total price of output)
(a) Portfolio Budget Statements 2004–05 Estimated Actual Result for 2003–04
(b) Portfolio Budget Statements 2004–05 Budget for 2004–05.
Balance sheet and cash flow
Centrelink’s financial position is strong, with the value of assets exceeding liabilities by $121.4 million.
Cash available at the end of the year totalled approximately $195 million.
During the year accounts receivable from clients (excluding moneys held on behalf of Centrelink in the
Official Public Account) decreased by $26.4 million.
Centrelink invested $23.6 million in infrastructure, plant and equipment during the year. This was mainly
for Information and Technology acquisitions, including personal computers, mainframe equipment and
cabling.
Centrelink also acquired over $40 million in software during 2003–04, including internally developed
systems, to support customer service delivery initiatives. A portion of this investment was required to
replace outdated applications.
Accounts payable to suppliers at year-end were lower than in prior years, consistent with the tightening
of expenses towards year end. Other liabilities, such as revenue received in advance, also declined over
the 2003–04 year.
Purchasing activity and contract management
See Appendix 2 (page 271) for details of:
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advertising and direct mail expenditure
payments $1500 and over made to advertising agencies and agencies with advertising campaigns
payments $1500 and over made to direct mail organisations
Payments $1500 and over made to market research organisations.
Consultancy services
During 2003–04, Centrelink awarded 132 consultancy services contracts. Table 39 provides a
breakdown of these figures. See Appendix 1 (page 265) for all consultancy contracts let during the
2003–04 financial year with a value of $10 000 or greater.
TABLE 39: SUMMARY OF CONSULTANCY SERVICES
Total value of
Number of consultancy contracts let in
consultancy contracts
2003–04 by total value (inclusive of GST)
let $10 000 or greater
(inclusive of GST)
$10 000 or
Less than
Greater
$10 000
49
82
Total consultancy
services expenditure
(inclusive of GST)
Total
2003–04
2003–04(a)
131
$4 666 493
$8 516 086
(a) The total expenditure for consultancy services in 2003–04 includes expenditure for all consultancy
services contracts let prior to the 2003–04 financial year regardless of value.
Competitive tendering and contacting
Since its inception, Centrelink has market tested and externally sourced a wide range of corporate
service functions. A considerable number of functions within the human resources, financial
management, property, Office service, legal and audit areas have been externally sourced. As well,
several of Centrelink’s direct service delivery functions are also now serviced through external
contractors, such as property valuation services, translation services, medical assessments, debt
recovery, surveillance services and the vast rural and Indigenous agent’s network. Centrelink continues
to look for market testing opportunities on a case-by-case basis.
Policy for the selection and engagement of consultants
Centrelink’s policy on the selection and engagement of consultants is based on the relevant
Commonwealth Procurement Guidelines and Chief Executive Instructions. It is Centrelink policy to
restrict the use of consultants to circumstances when the required expertise or services are unavailable
from within the APS and the task is short term and discrete.
In general, Centrelink’s requirements for consultancy services can be identified against a number of
broad categories which may include advertising and promotional campaigns, business analysis and
review, training and service delivery advice.
Selection procedures
The method of selecting consultants is based on principles consistent with the procurement
methodology used for obtaining other goods and services and underpinned by the Commonwealth
Procurement Guidelines. Factors taken into account in the selection of consultants include the extent of
competition available in the market place, the complexity and the estimated cost of the proposed
consultancy, the available timeframe and the cost of approaching the market and evaluating offers.
Centrelink considers that this is best achieved through a combination of public and restricted tendering
processes.
Purchasing
Centrelink’s Chief Executive Instructions include the requirements for all officers involved in procurement
to be aware of, understand and have regard to Centrelink’s procurement policies and procedures and
the Commonwealth Procurement Guidelines (CPGs). These include the requirement to consider small to
medium enterprise participation. Since December 1997 it has been mandatory for departments and
agencies operating under the Financial Management Accountability Act 1997 to source at least 10 per
cent of their purchases from small to medium sized enterprises.
The number of payment transactions made to small to medium enterprises was 75 percent of the total
number of payment transactions and was 28 per cent of the total value of all payments to suppliers.
Strategic Cost Management and Centrelink Funding Model
The development of Strategic Cost Management (SCM) within Centrelink has continued in the 2003–04
financial year.
Strategic Cost Management utilises a systems based approach whereby mainframe and other
transactional data is captured and then linked to the associated staff effort. Strategic Cost Management
data is being utilised to enhance internal performance management, provide the source data for use
within the Centrelink Funding Model, inform internal allocations to create a greater alignment and linkage
with external funding and will lead to greater transparency in the costing of Centrelink services. Further
refinement and development of Strategic Cost Management will occur in the 2004–05 financial year.
The Centrelink Funding Model (CFM) is a financial model that has been developed by Centrelink with
our major client agencies—Department of Family and Community Services (FaCS), Department of
Employment and Workplace Relations (DEWR) and the Department of Education, Science and Training
(DEST)—and the Department of Finance and Administration. The CFM was endorsed by Government in
the 2004–05 Federal Budget, and will be implemented from 1 July 2004 for services delivered on behalf
of FaCS, DEWR and DEST. It introduces a new, improved funding arrangement for Centrelink with
funding linked to workload unlike previous models. It seeks to ensure an appropriate level of funding for
Centrelink to deliver services to fulfi ll the expectations of the Government and client agencies such as
FaCS.
Strategic Cost Management will:
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facilitate the analysis of Centrelink’s outputs in terms of both expenditure and operational
performance
assist Centrelink in better strategic alignment of resource allocations with workload
deliver information reporting and modelling capabilities that empower managers when making
business decisions.
The Centrelink Funding Model provides:
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greater transparency and improved accountability of Centrelink’s funding
considerably more detailed information on the costs of service delivery
a much more stable and predictable funding base for Centrelink.
IDENTIFY AND IMPLEMENT BETTER PRACTICE
Information Services Review
Centrelink’s Executive commissioned the Information Services Review in early 2003.
The review’s purpose was to investigate information management activities throughout Centrelink,
identify issues, and put forward a set of propositions for the Executive to consider as part of an overall
Centrelink information management strategy. The Executive considered the report in September 2003
and, based on the propositions, made some key information management decisions for the organisation.
Actions taken to 30 June 2004 include:

Establishment of an Information Governance Board in late 2003. This board has direction setting and
decision making responsibilities for Centrelink
 Renaming and restructuring the Knowledge and Enabling Services Team to become the Data Shop.
The Data Shop is the technical arm of information management in the organisation
 Establishment of the Business Intelligence and Information Team which has a range of functions
around information management. These include:
 acting as a ‘front door’ for the Data Shop on information and reporting activities between Centrelink
and client agencies, such as FaCS
 liaising between business areas and the IT Refresh Business Intelligence subprogram. This includes
facilitating workshops, and the developing and coordinating business input to provide direction for the
IT Refresh Business Intelligence projects
 working with FaCS on the Information and Evidence Base project, which forms a part of the
overarching Alliance 2004 project (see page 66). The Information and Evidence Base project focuses
on processes and governance arrangements, documentation, reporting tools, data quality, skills and
training.
While the above work is ongoing, some outcomes to date are:
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an improved flow of information between Centrelink and client agencies
better direction setting for the IT Refresh Business Information subprogram
a greater focus on management information in Centrelink projects
an established governance process for decisions on information management.
Department of Veterans’ Affairs—Veteran Information Services
A review of the Veteran Information Service (VIS) was conducted during 2003–04, involving the 13 VIS
sites in New South Wales and Queensland.
The review was conducted jointly with DVA and found VIS continued to meet the needs of veterans in
rural and regional Australia. The report found the valuable link provided by VIS between DVA and
veterans was widely appreciated by the veteran community and ex-service organisations.
Carer Allowance (formerly Child Disability Allowance) ‘saved cases’
The current assessment tool for Carer Allowance, (formerly Child Disability Allowance) in respect of
children aged under 16 years, was introduced on 1 July 1998. Customers receiving the allowance as at
30 June 1998 maintained their eligibility under the pre-July 1998 assessment tool for five years to 30
June 2003 (‘saved cases’).
Since 1 July 2003 carers paid Carer Allowance under the pre-July 1998 assessment tool had their
eligibility reviewed by Centrelink under the current care receiver assessment rules. These reviews were
required under social security law. The reviews have been successfully completed. A total of 67 657
customers were reviewed. Of these, 43 468 continued to be eligible (including 6843 who only qualified
for the Health Care Card) under the post-July 1998 assessment tool.
The Government also added or modified six conditions to the Lists of Recognised Disabilities allowing
applications for Carer Allowance to be ‘fast tracked’ if the child they care for has a disability or condition
on the lists. The new or modified conditions are:
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Down syndrome to age 16
fragile X syndrome to age 16
cystic fibrosis
haemophilia—moderate and severe
epilepsy—uncontrolled
phenylketonuria
As these additional and modified disabilities and conditions were added after the review process had
begun, some customers’ payments had been reviewed and cancelled. These customers’ payments were
subsequently reinstated.
Six Nations Conference
Centrelink representatives attended the Six Nations Conference on Benefit Fraud from 7 to 9 October
2003 in Stratford-upon-Avon, United Kingdom, and delivered a paper on improving the efficiency of fraud
investigation. Other countries represented at the conference included the United States, Ireland, the
United Kingdom, New Zealand and Canada.
The conference was successful in providing a greater awareness and understanding of the social
security systems of the countries represented and in identifying emerging fraud trends.
Australia–Vietnam Conference
Centrelink representatives joined a FaCS delegation to Vietnam and attended the Australia–Vietnam
Sectoral Conference on Retirement Incomes in Hanoi from 26 to 28 April 2004, and presented a paper
on fraud control and compliance.
The conference aim was to share government and private sector knowledge and experiences related to
retirement incomes’ strategies and practices. Through the paper presented by Centrelink, the
conference was given an overview of the approach Australia takes to protect the integrity of outlays
within its social security system.
Security and privacy practices
Security and privacy related matters are considered at a senior level in the organisation via the Security
and Privacy Committee, chaired by the Deputy Chief Executive Officer/ Chief Information Officer. The
committee regularly considers issues associated with staff and customer safety, privacy incidents and a
range of protective and I&T security matters.
Centrelink ensures that it conforms to the requirements and guidelines for I&T security as laid down in
the following government directives:


the Commonwealth Protective Security Manual, which is issued by the Attorney- General’s
Department
the Australian Government Information Technology Security Manual, which is issued by the Defence
Signals Directorate.
Regular monitoring of the I&T environment ensures that Centrelink remains compliant. This has included
commissioning an internal review of the I&T environment by an assessor qualified under the Defence
Signals Directorate’s Infosec-Registered Assessor Program. The results of this monitoring are reported
to Centrelink’s Security and Privacy Committee and action is taken as necessary.
As a part of the IT Refresh program, Centrelink is developing a Security Architecture Framework which,
when implemented, will ensure continued compliance with government directives, as well as compliance
with the International and Australian Standards for Information Technology Code of Practice for
Information Security Management.
Centrelink was also an active contributor to a range of whole-of-government focused committees
including:
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E-Security Coordination Committee
Authentication Working Group
Secure Infrastructure Working Group
Protective Security Policy Committee.
With an increased range of services being offered online to Centrelink customers, a review of access
and authentication policy was also undertaken during the year.
Property Management
The Property and Services Team is responsible for the management of Centrelink’s network of leased
buildings. The portfolio of 429 sites occupies 545 638 square metres of leased accommodation and
comprises 321 Customer Service Centres (CSCs), 26 Call Centres (Tweed Call Centre operates across
two sites), 29 other customer service sites, 34 National and Area Support Offices and 19 storage and
other sites. In 2003–04, property leasing costs for the portfolio were approximately $187.2 million.
The past year has seen a number of important achievements in the customer service delivery network.
This included relocating nine CSCs and two Call Centres so that customers could get better access to
Centrelink services. Centrelink’s micro simulation model is a valuable tool used in this process to
analyse demographics, community infrastructure, and customer service delivery channel preferences.
The model is useful in determining the best location for CSCs, and the optimum Office size to meet
current and future customer needs.
Upgrading the customer service network to Centrelink’s corporate open plan was completed this year
with the refurbishment of another nine CSCs.
New furniture designs are being progressively incorporated into Centrelink fi touts to improve the office
layouts. One new initiative is the ‘New Gen’ workstation, which has now been installed at over 25 CSCs
throughout Australia. These workstations are specifically designed to allow both customers and staff to
view screen-based information, while remaining comfortably seated during an interview. The New Gen
design is also space efficient, allowing larger circulation spaces for customers and staff.
Ongoing upgrade of the property portfolio is achieved via the annual Leasehold Improvement Program.
Some $11.2 million dollars was earmarked for capital improvements such as new fi t outs and
refurbishment works in 2003–04.
Five new network Offices were established at:

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Perth, Western Australia—Centrelink Community
Newman, Western Australia—Remote Access Services Centre
Western Cape, Queensland—Remote Access Services Centre
Halls Creek, Western Australia—Remote Access Services Centre
Nguiu, Northern Territory—Remote Access Services Centre
The Property and Services Team continued to work closely with Centrelink’s outsourced provider of real
estate services, Jones Lang LaSalle. The focus of the second year of the contract was to pursue
process improvements, including innovative, more flexible lease structures and an outgoing review that
is expected to yield significant savings. Jones Lang LaSalle is also participating in our strategic property
planning by providing expert advice on industry trends and innovative solutions to planning challenges.
Over the medium to longer term, this will position Centrelink’s property portfolio to meet the changing
business imperatives of our future directions.
Environmental matters
The following report is provided in accordance with Section 516A of the Environment Protection and
Biodiversity Conservation Act 1999, and addresses the principles of ecologically sustainable
development defined in Section 3A of the Act.
How activities of Centrelink and the administration of legislation by Centrelink accord with the principles
of Ecologically Sustainable Development (Section 516A(6)(a))
Centrelink’s customers are drawn from about one-third of the Australian population, including families,
retirees, people with disabilities, students and job seekers. The payments and services Centrelink
provides on behalf of client agencies contribute to the social and economic outcomes set by government
for our client agencies and assist them to meet their ecologically sustainable development (ESD)
obligations.
How the outcomes specified for Centrelink in the relevant Appropriations Act contribute to Ecologically
Sustainable Development (Section 516A(6)(b))
Centrelink has one outcome, which is the ‘effective delivery of Commonwealth services to eligible
customers’. This outcome reflects Centrelink’s role as a provider of a wide range of services (outputs) on
behalf of client agencies to assist them to achieve their outcomes. (For information about those
outcomes, see Chapter 3 of this report.) Accordingly, Centrelink’s outcome contributes indirectly to ESD
by supporting those aspects of our client agencies’ outcomes that contribute to the integration and
intergenerational principles of ESD.
Effect of Centrelink’s activities on the environment (Section 516A(6)(c))
In 2003–04, Centrelink serviced 6.5 million customers, with over 25 000 staff operating at more than
1000 service delivery points, ranging from large CSCs to small visiting services. Centrelink sent
approximately 90 million letters to customers, received more than 28 million phone calls, and had over
32 million website ‘hits’.
In the main, the delivery of payments and services to customers and the community on behalf of client
departments involves an exchange of information, either face-to-face at a Centrelink Customer Service
Office, but increasingly through our Call Centre and Agent networks and range of online services via the
Centrelink website.
To support these activities Centrelink uses the following key resources:
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land and buildings
information communication and technology equipment
energy and water
office consumables
office furniture and fi tout
transport and vehicles
human resources.
Consequently Centrelink’s direct impact on the environment is mainly in the areas of:

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
energy use (electricity and gas)
emissions, discharges and waste
water use
consumption of materials.
Measures being taken by Centrelink to minimise the impact of its activities on the environment (Section
516A(6)(d))
As a large consumer, Centrelink has put in place processes for reducing the use of resources—with a
focus on energy and consumption of materials, and improving waste management and recycling. Whilst
many of the initiatives that follow have commenced at a national level within the National Support Office,
it is intended that these will be progressively rolled out to other parts of the network as contractual and
individual leasing arrangements within our property portfolio allow.
Water
A program of water reduction within Centrelink will be progressively implemented across the network as
leasing negotiations allow.
CASE STUDY—TUGGERANONG OFFICE PARK
Centrelink and FaCS are joint tenants of Tuggeranong Office Park (TOP). TOP provides Office
accommodation for around 2400 Centrelink and FaCS staff. Responsibility for managing and
maintaining the building rests with Centrelink as the major tenant. This arrangement has allowed
Centrelink to implement an extensive range of environmental management initiatives.
Water consumption at TOP decreased by 35 112 kilolitres in 2003–04, which is a 45 per cent reduction
compared to 2002–03 usage. This reduction in consumption was a result of Centrelink and FaCS’ water
saving initiatives that were designed to reduce water use and comply with water restrictions imposed in
the Australian Capital Territory during the year.
Energy
Energy usage is the prime contributor to the creation of Centrelink’s greenhouse gas emissions.
Centrelink purchases Green Power where it is available. During 2003–04, 5 per cent of our energy use
in New South Wales, Victoria and Queensland and 10 per cent in the Australian Capital Territory was
sourced from renewable energy sources through Green Power.
Since March 2003, Centrelink has been working with AGL Energy services to develop and implement an
innovative Energy Management program. The program has four elements:


an energy audit program
the creation of an energy management database


a review of Centrelink’s Base Building briefs
an energy-efficient fluorescent lighting program at TOP.
Consumption of Materials
Procurement
Our purchasing and leasing practices include decision-making processes that effectively integrate shortand long-term environmental, economic and social considerations. In 2003–04, Centrelink updated its
tender conditions and request for tender documentation to ensure tenderers address Centrelink’s
environmental criteria on a case-by-case basis.
Vehicles
Centrelink is actively addressing the environmental performance of its vehicle fleet in line with the
Commonwealth Green Vehicle Guide (GVG) target, which seeks to improve the environmental
performance of the Australian Government’s vehicle fleet. The GVG rates vehicles on their fuel
consumption, noxious emissions, and greenhouse gas emissions using a score of one to 20.
Paper
Centrelink uses approximately 500 000 reams of cut-sheet paper a year. In line with a new paper
procurement policy adopted last financial year, Centrelink sources this and its continuous-roll paper from
reputable suppliers who are prepared to certify that their product has been manufactured from
renewable and sustainable resources.
Centrelink uses a large volume of window faced business size envelopes each year for bulk mail to
customers and within the Centrelink network. The paper used in these envelopes is guaranteed to be at
least 60 per cent recycled fibre content. In accordance with an agreement developed between Australian
Paper and Centrelink, each of these envelopes is clearly identified as being manufactured from paper
with at least 60 per cent recycled fibre content.
CASE STUDY—REDUCING ENERGY AND PAPER USE BY OUR PC FLEET
During 2003–04, the Communications, Desktop, Servers and Mobile Team rolled out the Windows XP
operating system to our network of personal computers. The rollout included the implementation of XP’s
two-stage power management technology, which powers-off monitors after a short period of inactivity,
and after a further period of inactivity, powers down the computer’s processor. The rollout also
configured XP so that double-sided printing is the standard default print setting.
CASE STUDY—DIGITAL MEDIA MONITORING SERVICE
In May 2004, the Communication, Media & Marketing Team introduced a digital media monitoring
service to provide a more timely distribution of media monitoring across the organisation. Senior
management and other key personnel all over Australia now receive a comprehensive brief of broadcast
media summaries and newspaper clips in the early morning in their email boxes. Previously, paper
copies of press ‘clips’ were sent out through the internal mail system.
Waste Management and Recycling
Centrelink seeks to reduce waste production and adopt more environmentally sound waste disposal
techniques wherever possible. Recycling initiatives are being utilised or introduced within all areas of
Centrelink, and in line with local cleaning contracts. Two Case Studies demonstrating the range in place
are detailed below.
CASE STUDY—AREA SOUTH METRO
Area South Metro (including Liverpool Call Centre) introduced a recycling program involving a reduction
in standard desk bins, and introduction of replacement ‘communal’ bins and 27 litre bins for recyclable
material. Costs for establishment of this program have been minimal and will be met by a reduction in
other associated expenditures. There are now approximately 50 per cent fewer waste bins across the
Area and Call Centre, and a reduction of 23 400 plastic bin liners a year has been achieved.
CASE STUDY—AREA SOUTH AUSTRALIA
Area South Australia has taken advantage of the 5 cents refund for all beverage containers returned for
recycling within their state. Red recycling bins were placed strategically throughout the Area Office
building, with designated volunteers organising collection and transfer of the containers to the recycling
depot. In eight months the Office has recycled 14 268 cans/bottles.
Mechanisms, if any for reviewing and increasing the effectiveness of these measures (Section 516A (6)
(e))
To build on the outcomes of the Initial Environmental Review undertaken in 2002–03, by the Property
and Services Team, an Environmental Management Team was established in February 2004. In
consultation with the Centrelink Board, the Executive and the Guiding Coalition, the team has developed
an Environmental Policy Statement and is working towards implementation of an Environmental
Management Strategic Framework.
Centrelink Environmental Policy Statement
The Centrelink Board and the Guiding Coalition endorsed an Environmental Policy Statement in May
2004. The policy statement covers Centrelink’s operations throughout Australia and commits Centrelink
to a process of continuous improvement in meeting its environmental stewardship obligations. The policy
statement provides that Centrelink will implement and maintain an Environmental Management System
based on the Australian standard that allows Centrelink to:
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comply with all relevant environmental legislation and regulations, and other initiatives to which we
subscribe
incorporate environmental better practice into our core business plans and management processes
minimise negative impacts we may have on the environment, through efficient use of resources, and
reduction in emissions and waste
develop an agency-wide framework for setting and reviewing our environmental objectives and
targets, which will include key environmental management and performance indicators against
aspects of Centrelink’s operations
provide regular monitoring and reporting against these indicators to all staff
incorporate environmental better practice into all technological solutions, and the fi t-out and
operation of accommodation
ensure we work closely with our clients, suppliers, local communities, and other stakeholders to
continually improve our processes in environmental better practice
foster the initiation and ownership of environmental activities by all our staff, and build a strong
environmentally aware business culture.
Environmental Management Strategic Framework (EMSF)
To support the Environmental Policy Statement, Centrelink is also developing an Environmental
Management Strategic Framework. The framework is designed to ensure that our commitments are
supported by actions that integrate environmental management into all aspects of our business planning
and service delivery processes.
Key initiatives already in place, and that will be incorporated as part of the EMSF include:

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establishment of a Senior Executive Centrelink Environmental Council, which will play a key role in
implementing the planned agency-wide Environmental Management System (EMS)
an Environmental Champions Network to support activities and initiatives at the Area and individual
team level
a new Centrelink Environmental Management @ Work Award within the Centrelink National Awards
presented every September. The award will recognise innovation and good practice in terms of
ecologically sustainable development within Centrelink’s business operations.
Development of an Environmental Management System
Through implementation of its Environmental Management Strategic Framework, Centrelink intends to
develop an agency wide Environmental Management System. Many Areas and teams within Centrelink
are undertaking local initiatives in conjunction with community groups and local government.
CASE STUDY—ILLAWARRA CALL CENTRE
In February 2004, Illawarra Call Centre achieved Certification under the Australian Standard for
Environmental Management Systems (AS/NZS ISO 14001: 1996) and became Centrelink’s first site and
Australia’s first Call Centre to achieve this accreditation. To retain Certification, an audit of all key
processes within the Environment Management System is undertaken by Certified auditors twice a year.
CASE STUDY—PINE ISLAND TREE PLANTING
In May 2004, more than 130 employees and their families volunteered to help Greening Australia plant
1000 native trees and shrubs at Pine Island, a popular recreational area behind Tuggeranong Office
Park that was devastated by the January 2003 bushfires in Canberra.
Information and technology Testing Services
Centrelink Testing Services provides independent quality assessment of the state of Centrelink’s
software ‘awaiting’ release. Placing permanent testers in two test sites has resulted in the development
of enduring test expertise, improved reporting, and established better relationships with staff and client
agencies.
To further improve on the expertise of Centrelink staff in this critical area, Testing Services has
embarked on a training program with a leading industry supplier of test training services. This program is
expected to continue over the next three years and will lead to Centrelink staff completing an accredited
program covering all aspects of software testing.
To support the continued development of better practice I&T processes, a new testing framework
addressing strategies, processes and tools for testing end-to-end services was established in 2003–04,
and will be implemented over the next two years.
EFFECTIVELY IMPLEMENT IT REFRESH
About IT Refresh
IT (Information Technology) Refresh is a $312 million, five-year program the Australian Government
announced in the 2002–03 Budget.
The IT Refresh program will significantly improve the delivery of services to Centrelink’s 6.5 million
customers. The investment will further develop Centrelink’s existing core computer systems, and will
provide customers with a wider choice in accessing Centrelink services. It will:

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enhance Centrelink’s existing computer systems and develop new I&T capabilities needed to support
the delivery of services via the phone, Internet and emerging technologies
provide more choices in how customers can access Centrelink services
assist customers in regional and rural areas who have poor Internet services, to be able to use
automated phone services to access and update personal records and to access information about
government services and entitlements
allow for online exchange of simple, high volume, routine information that Centrelink uses for
validating customer compliance requirements. This will make it easier, less costly and more efficient
for businesses and third party organisations to respond to Centrelink requests to verify customer
circumstances
enable the automation of routine work so staff can concentrate on assisting customers with complex
enquiries and provide customers with a higher level of service

develop the highest levels of security access and authentication controls to protect customer records,
protect the privacy of citizens, and protect Centrelink systems from illegal and malicious intrusion.
In its first year, the IT Refresh program is on schedule to meet government requirements. Effort in 2003–
04 has focused on: establishing the program; delivering initial savings; implementing enhancements to
existing systems to support improved services to clients, customers and government; defining the
architecture and solutions for new developments outside of Centrelink’s core systems; and delivering the
base projects and capabilities needed for future year projects.
The key achievements from the IT Refresh program for 2003–04 were:
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improved data integrity
enhancements to customer contact recording systems, rate calculators and debt calculators
greater mainframe capacity
improved ability to manage organisations as users of online services.
A significant amount of effort was also invested in the planning, analysis and design of other IT Refresh
projects. Many of these projects are multi-year projects that are developing the foundation capabilities
that future projects require. During the year, three major tenders were issued from the IT Refresh
program. These tenders relate to the:
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provision of an Information Technology Service Management Solution
redevelopment of Centrelink’s Security Access Management System User Interface and Workflow
Layer
supply of a Virtual Private Network Solution.
These tenders will enable Centrelink to improve the performance of its systems; enhance its security
access and authentication controls to better protect customer records, the privacy of citizens and
Centrelink systems; and improve service delivery to regional and Indigenous communities. Further
tender opportunities will be announced progressively to the I&T industry.
Future Capability
The purpose of Future Capability is to encourage innovation and undertake research that will guide
future investment decisions relating to business transformation and technology.
In 2003–04, projects investigating opportunities arising from technologies such as Linux, tablet personal
computers, desktop fax, short message services and auto-callout, Wireless local area networking, voice
convergence, and video technology.
Several of the projects completed in 2002–03 have provided critical input to the IT Refresh program,
resulted in new technology support arrangements being implemented, and led to additional future
capability proposals in 2003–04.
TAILOR OUR SERVICE OFFERS
Centrelink’s e-Business Strategy
Centrelink is committed to providing greater customer and business access to its services, when, where
and how the customer wants them. Centrelink’s e-Business Strategy aims to provide customers,
business, community groups and other government organisations with a more efficient means of
interacting with Centrelink using web and phone based self-service options.
The strategy provides a road map for e-Business transformation, and through Centrelink’s Business
Plan priorities they contribute to Centrelink’s Future Directions by expanding Centrelink’s business
capability through the smart application of technology.
Self-service
Self-service options complement existing service delivery channels and ensure efficient management of
the simpler and more repetitive transactions. This assists Centrelink’s Customer Service Officers by
allowing them to focus on current or emerging customer issues and to provide higher levels of customer
service, especially for customers with complex needs or those requiring more intensive assistance.
Centrelink’s web and phone based self-service options require customers to register and authenticate
before exchanging any personal information. The web and phone based self-service options can be
accessed through:
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the Centrelink website (www.centrelink.gov.au) and the Family Assistance Office website
(www.familyassist.gov.au)
the Centrelink automated phone services using Interactive Voice Response touch phone keypad
access and Natural Language Speech Recognition.
National Language Speech Recognition allows the customer to speak naturally to the Centrelink
reporting system instead of pressing phone keypad buttons. Customers access this service by calling
the Centrelink Employment Income Reporting line.
Recognition and Awards
Centrelink has become an acknowledged leader in the field of e-Business and customer self-services.
Case studies detailing Centrelink’s successful use of this technology have been published by National
Office for the Information Economy (NOIE), now referred to as Australian Government Information
Management Office (AGIMO) and respected international journals.
Centrelink has recently submitted a case study—‘New Technologies Help Centrelink Customers Stay in
Touch’ for a new publication by AGIMO. The publication focuses on how technologies are enabling
better policy decisions through improved information management as well as driving more streamlined
business processes, increased productivity and greater customer focus.
Centrelink has also received a number of prestigious industry awards for its work in this area. A Gold
Government Technology Productivity award recognising Centrelink’s harnessing of digital opportunities
through self service and collaborative organisational networking for the Benefit of customers was
received in September 2003. In addition, Centrelink was awarded an International Best Practice award
for the most innovative speech solution for the Natural Language Speech Recognition (NLSR) system at
a conference in the USA in late 2003.
Centrelink customers currently have access to more than 20 web and phone based self service options
with high take up rates particularly evident in the student and families segments. Usage by Working
Credit customers choosing the phone based self-service option to report employment income has been
particularly high.
Centrelink has issued more than 225 000 customer passwords to access web based self-services and is
approaching 675 000 Personal Identification Numbers (PINs) to access the phone based self-services
through either touch phone keypad or NLSR technology. Demand for web and phone based selfservices has grown steadily with an average of 190 000 Internet and telephone transactions taking place
each fortnight as at June 2004. Approximately 20 per cent of registered self-service customers will use
the self-service options over the course of any one fortnight.
Customers will continue to have choice in their preferred way of interacting with Centrelink. However, it
is expected that many customers and citizens will find it more convenient to ‘help themselves’ using
Centrelink’s website to research and gather information, find answers to questions, advise Centrelink of
changes to personal circumstances and access services using an increasing number of web and phone
based services.
Ultimately Centrelink’s e-Business transformation, including web and phone based self service
initiatives, will facilitate greater customer focus and personalisation, simplification of business processes,
closer community partnerships, and easier access to government services. IT Refresh will provide the
foundation and capability for this transformation.
Entitlements and Assessment Systems
Entitlements and Assessment Systems (EAS) is responsible for the development of new and
maintenance of existing software that supports the operation of Centrelink’s primary business
partnership agreements for legislative responsibilities in the areas of retirement, disability and carers
support, Families Assistance Office, and employment services systems.
EAS maintains the processing systems that deliver most Australian Government payments to Centrelink
customers. Staff responded quickly and efficiently to the Australian Government social welfare reform
agenda for the Australians Working Together initiative, as well as delivering extensive changes to the
Family Assistance Office systems for the More Choices for Families initiative and the Parental Income
Test Linking measure, and coordinating Employment Services Contract 3 systems changes.
EAS perform an ‘unseen’ but essential role in the effective management of crisis response. During
2003–04, EAS staff helped to deliver flexible and rapid responses to a number of national crisis
situations, by providing emergency payments to support staff and customers. Tailored support was also
provided to rural and remote communities affected by drought, sugar cane growers, dairy farmers,
customers affected by bushfires, and customers affected by the events in Bali.
Applications support
The Natural Language Speech Recognition application allows eligible Working Credit customers and
student customers across Australia to declare their fortnightly earnings to Centrelink using a speech
recognition self-service application. By 30 June 2004, over 9000 customers were completing this
transaction every fortnight.
Customers can call, identify themselves and authenticate their identity (if they have a PIN) before
speaking to a Customer Service Officer.
In 2003–04, by entering a Customer Reference Number (CRN), over 30 000 customers identified
themselves each day before speaking to a CSO. Over 8000 authenticated their identity by entering a
valid CRN and PIN combination. This integration of telephony and computer networks has provided
significant savings to Centrelink, especially with the more streamlined customer experience via the
phone, with 600 000 customers voluntarily choosing to get a PIN.
Computer Telephony Integration has also enabled Centrelink Call to fully route all their calls using Skills
Based Routing, which is now in place in all Call Centre queues. This means Centrelink Call staff can
handle calls across more than one area of expertise. The Telephony Business Solutions Team has also
enhanced ‘Softphone’ so that it can link into the new Customer Account web based user interface.
During the year, Centrelink continued working on the next wave of speech recognition applications,
which are expected to be offered to eligible customers by the end of 2004.
Infrastructure services and operations
To enhance and track the efficiency of Centrelink’s I&T capability, the Centrelink Network Operations
Centre was developed to centrally monitor the availability of I&T infrastructure components. This
enables:




more efficient end-to-end I&T service monitoring
more effective infrastructure fault prevention and response to faults
increased I&T agility through availability and performance information
expanded infrastructure availability information delivery options.
In early 2004, Centrelink migrated to Windows XP on the desktop. It is now equipped with the most
robust Windows desktop operating system available and is positioned to take advantage of new
technologies, while at the same time providing maximum protection against virus and denial of service
attacks.
During the year, Centrelink upgraded its IBM mainframes to the newer Z90 machines. This upgrade
provides Centrelink with a highly reliable and resilient infrastructure upon which its core applications
operate. This ensures continued and highly reliable delivery of services to Centrelink’s customers.
Centrelink also conducted a number of new technology trials during 2003–04 including Tablet personal
computers, short message services and auto-callout, Wireless local area networking, voice convergence
and Linux trials. These trials have helped Centrelink to study likely performance and customer service
improvements that may result from future implementation of these technologies.
SIMPLIFY, STREAMLINE AND RE-ENGINEER PROCESSES
Multi Purpose Contact
Multi Purpose Contact (MPC) is a business process based on the principles of using data collected once
for multiple purposes and using every customer contact as an opportunity to address required or future
scheduled tasks and reduce the need for future customer contacts.
In March 2004, a new version of the ‘script’ tool that supports the MPC business process was released.
The changes to the MPC tool included:


improved response times on customer record checks
checks on customer records to identify required action that directly affects a customer’s
circumstances and displays these to the Customer Service Officer (CSO) in an URGENT checks
table. These URGENT checks, if not done, will impact on the customer’s record and will cause
preventable work such as debts, suspensions and breaches.
There were also changes to help reduce the amount of Family Assistance Office estimate debts for
customers on Family Tax Benefit Part B. If a nil or low estimate is detected the CSO is advised to
discuss the consequences of an underestimation of income with the customer. The CSO has the option
of referring the customer to the Family Assistance Office team.
Better targeted management information has also been developed to assist managers to identify the
urgent completed tasks as well as uncompleted tasks.
Business process redesign
ABSTUDY redesigned claim process
Centrelink’s Business Process Redesign Team worked with a number of stakeholders to design, test
and evaluate a new end-to-end process for ABSTUDY. The project’s primary objective was to to ‘design
a new end-to-end process for use in all available channels for Indigenous customers.’ The scope of the
project included:




drafting the requirements of a simplified ABSTUDY claim process
identifying opportunities for customer profiling and debt profiling
looking at ways to improve third party arrangements for information exchange
looking at ways we can use MPC and the Centrelink Assessment Model for ABSTUDY.
Student end-to-end process
The Business Process Redesign Team also worked with stakeholders to design a student end-to-end
service delivery process. This work had the following objectives:

review and redesign student end-to-end service delivery process, taking into account student selfservice imperatives including registration and channel options



agree a set of principles for the student redesign
identify and consolidate work already done to redesign student end-to-end business process
plan for project implementation taking into account current workflow.
One-page humanitarian refugee claim form
A one-page humanitarian refugee income support claim form was designed, tested and implemented for
Newstart Allowance, Youth Allowance (Job Seekers), Family Tax Benefit, Parenting Payment Partnered,
Parenting Payment Single and Age Pension customers in 2003–04.
Claim process for retirement, disability and student customer groups
In consultation with stakeholders, a revised claim process for the retirement, disability and student
customer groups was developed. This process uses dynamic questioning to collect information from
customers so that they are asked questions relevant to their circumstances. This design is based on the
principle of re-using customer data.
Consolidated Residence
Residence assessment, affecting all payments and concession cards, was standardised from 6
December 2003.
All payment/concession card systems now use the same standard screens for legal residence status
and periods of residence. All systems derive the rules (for example, for periods of residence or waiting
periods) the same way. More information is supplied to the CSO and the customer to explain situations
where a customer does not satisfy rules, and new summary/explanation screens are available. This
makes it much easier for CSOs to ‘get residence right’, even though the legislation remains very
complex, with multiple payment-specific savings and exemption provisions.
DIMIA Data link
From 26 April 2004, access to real-time online Department of Immigration and Multicultural Affairs
(DIMIA) arrivals/departures and visa information has been available from within a customer’s Centrelink
record, through a direct data link with DIMIA.
Customer arrival, departure and visa information is necessary to ensure correct entitlement, both at the
new claim stage and for ongoing payment. Staff previously relied on a paper-based process to request
information about a customer’s visa status and/ or movements into and out of Australia. These requests
to DIMIA took several weeks to process. Staff can now request and instantly receive DIMIA information
from within a Centrelink customer record. The requests are made via a secure electronic data link
between the organisations.
FINANCIAL
CHAPTER EIGHT
APPENDICES
CHAPTER NINE
Appendix 1: Consultancy contracts let during 2003–04 with a
value of $10 000 or greater
The following legend serves as an explanatory guide to the data contained in the table below:
‘How engaged’ codes
P/T = Public tender
R/T = Restricted tender
Justification codes
A = Skills currently unavailable within Centrelink
B = Requirement for collection of quantitative statistical information
C = Requirement for independent or impartial research/assessment by an independent organisation
D = Requirement for specialist/professional expertise
TABLE 40: ALL CONSULTANCY CONTRACTS LET DURING 2003–04 WITH A VALUE OF $10 000
OR GREATER
Reference
Vendor
Number
Name
Short description
Total value
($)
How
Justifi cation
Engaged
Code
17 500
R/T
A
686 400
R/T
D
35 800
R/T
A
120 000
R/T
A
25 000
R/T
D
38 854
R/T
D
To facilitate the
EXTS04/
0608
International
AIESEC
Australia
Graduate Exchange
Program 2004 for
Centrelink
ITCS04/
0099
Aquitaine
Consulting Pty
Ltd
Provision of
independent advisory
services for the IT
Refresh program
Provision of
SODS03/
0875-0003
Australian
organisational
Protective
security plan and
Services
other security
consultancy services
I&T consultancy
SODS03/
1189-0001
Biometix Pty
Ltd
services relating
to authentication
systems
Charmjoy
CONQ03/
Pty Ltd T/A
0025
Cross Cultural
Consultants
Consultation
regarding the
operation of the
Centrelink office at
Maningrida
DOAS04/
Charmjoy
Consultation
0164-A
Pty Ltd T/A
regarding the
Reference
Vendor
Number
Name
Short description
Cross Cultural
operation of the
Consultants
Centrelink Office at
Total value
($)
How
Justifi cation
Engaged
Code
50 000
R/T
D
82 965
R/T
A
40 480
P/T
D
74 800
R/T
A
60 000
R/T
C
198 000
R/T
D
85 223
R/T
D
Maningrida
DOAS04/
0229
Provision of specialist
Coleshill Pty
Ltd
project management
expertise
Convergence
EXTS04/
E-Business
0052-D
Solutions Pty
Ltd
Provision of
authentication
consultancy services
Provision of
consulting services
Corporate GIS
EXTS03/
Consultants
0963
Australia Pty
Ltd
associated with
the implementation
and support of
a geographic
information system
Assessment of
EXTS03/
CPT Global
1138
Limited
future mainframe
capacity demand and
hardware provisioning
options
DOAS04/
Dale R
Boucher
0311
Solicitor and
Consultant
Consultancy into Call
Centre management
Practices
Consultancy services
in relation to Phase
DOAS03/
1212
Deloitte
Touche
Tohmatsu
II of the Business
Transformation and
Participation Practice
in Centrelink
DOAS04/
Deloitte
Consultancy services
Reference
Vendor
Number
Name
0292-A
Touche
relating to strategic
Tohmatsu
project management
Short description
Total value
($)
How
Justifi cation
Engaged
Code
16 335
R/T
D
27 235
R/T
D
49 005
R/T
D
225 500
R/T
D
35 000
R/T
D
48 708
R/T
D
123 200
R/T
C
43 548
R/T
D
Advice and facilitation
SODS02/
1596-0019
DMR
Consulting
of Centrelink’s
Pty Ltd
Benefits Realisation
application of
Approach
Advice and facilitation
SODS02/
1596-0020
DMR
Consulting
of Centrelink’s
Pty Ltd
Benefits Realisation
application of
Approach
Advice and facilitation
of Centrelink’s
1596-C-
DMR
Consulting
0007
Pty Ltd
Benefits Realisation
SODS02/
application of
Approach
Egon Zehnder
Performance
International
and capability
Pty Ltd
assessments
DOAP03/
GSM
Executive
Design, develop and
0143
Programs
SODS03/
1514-0001
Limited
CONS04/
0333
Heaney;
Blaylock
and
Associates
conduct workshops
on coaching skills
Services related to
workplace relations
Pty Ltd
DOAS03/
0886
CONS03/
HRM
Consulting
Review of human
Pty Ltd
and management
Human
Organisational
resource governance
Reference
Vendor
Number
Name
1430
Synergistics
cultural development
Australia Pty
Ltd
pilot program
CONS03/
Incoming
Calls
1050
Management
Institute
DOAS03/
1218
ITCS04/
0365-A
Interaction
Consulting
Group
ITerative
Short description
How
Justifi cation
Engaged
Code
170 000
R/T
A
17 600
R/T
D
94 050
R/T
D
61 864
R/T
C
12 000
R/T
A
10 000
R/T
D
27 500
R/T
D
Consultancy services
for management
education program
Review of risk
management support
Software architecture
Consulting Pty review and Forte
Ltd
Total value
($)
consulting services
I&T consultancy
EXTS03/
1075
IV and V
Australia Pty
Ltd
services relating to
Process Maturity
Reporting
CONS04/
0502
J G Mitchell
and
Associates
Pty
Development of
national assessor/
evaluator network
Ltd
Consultancy
CONX04/
0003
J G Mitchell
and
service to develop
Associates
Pty
with evaluation
Ltd
proposals dealing
and recognition of
learning
DOAS03/
1139
J G Mitchell
and
Develop new
Associates
Pty
and assessment
Ltd
nationally recognised
approach to learning
with regard to
Reference
Vendor
Number
Name
Short description
Total value
($)
How
Justifi cation
Engaged
Code
100 000
R/T
C
56 000
R/T
D
33 440
R/T
C
15 840
R/T
D
33 315
R/T
D
51 675
R/T
D
29 327
R/T
32 061
R/T
Qualifications
EXTS04/
Korn /Ferry
Recruitment services
0468
International
Consultancy
ITCS04/
Naked Object
Provision of I&T
0394
Group Ltd
consultancy services
Petmar
Consultancy into
Consultancies
human resource
Pty Ltd
system access
EXTS04/
0571
Consultancy services
associated with
SODS03/
1257-0007
Primavera
Australia Pty
Ltd
Master Software
Licence Agreement,
data gathering and
planning
Consultancy services
SODS03/
1257-0036
Primavera
Australia Pty
Ltd
associated with
Master Software
Licence Agreement
Consultancy services
SODS03/
1257-0037
Primavera
associated with
Australia Pty
Ltd
Master Software
Licence Agreement,
integration design
Consultancy services
SODS03/
1257-0038
Primavera
associated with
Australia Pty
Ltd
Master Software
Licence Agreement,
DSODS03/
1257-0042
project manager
Consultancy services
SODS03/
1257-0042
Primavera
Australia Pty
Ltd
associated with
Master Software
Licence Agreement,
D
Reference
Vendor
Number
Name
Short description
Total value
($)
How
Justifi cation
Engaged
Code
69 284
R/T
D
29 975
R/T
D
59 950
R/T
D
20 000
R/T
D
11 990
R/T
D
99 000
R/T
D
16 500
R/T
C
team play scheduling
refresh
Consultancy services
SODS03/
1257-0043
Primavera
associated with
Australia Pty
Ltd
Master Software
Licence Agreement,
design work
Specialist services
SODS03/
SGW and
in change and
0322-0002
Associates
strategic stakeholder
management
Specialist services
SODS03/
SGW and
in change and
0322-0003
Associates
strategic stakeholder
management
Prepare Community
CONS03/
1505
Sherton Pty
Ltd
Connect program
plan and advice on
presentation
Design and facilitate
participation
DOAS04/
0480
Team
Systems
Pty Ltd
business information
and process
improvement
workshops
SOXS04/
Terranovate
0462-0001
Group Pty Ltd
The Business
CONS04/
0566
Travel
Consulting
Group
Inter-agency Refresh
steering committee
independent adviser
Consultancy
advice on travel
management
Reference
Vendor
Number
Name
Short description
Total value
($)
How
Justifi cation
Engaged
Code
306 326
P/T(a)
D
162 000
P/T(a)
D
105 745
R/T
D
365 200
R/T
D
10 000
R/T
A
582 300
R/T
D
Design, development
SODS02/
2194-0004
The Nous
Group
and delivery
Pty Ltd
development
of leadership
programs
Design, development
SODS02/
2194-0005
The Nous
Group
and delivery
Pty Ltd
development
of leadership
programs
SODS03/
1349-0001
The University
of Western
Australia
Provision of fraud
research services
Services to extend
EXTS03/
University of
the functionality
1114
Canberra
of the business
assessment tool
Consultancy advice
CONS03/
0848
University of
South
Australia
on enhancing the
performance of
personal advisers
CONS03/
1270
Woodhead
International
Pty Ltd
Develop and
documentation of
a set of Corporate
Design Guidelines
(a) Contract formed under a standing offer arrangement that was publicly advertised.
Appendix 2: Purchasing activity and contract management
TABLE 41: ADVERTISING AND DIRECT MAIL EXPENDITURE
Payee
Amount ($)(a)
Purpose
HMA Blaze
124 499
Advertising related to drought
Payee
Amount ($)(a)
Purpose
HMA Blaze
239 264
Advertising related to the Financial Information
Service
HMA Blaze
7 099
Advertising for ethnic community
HMA Blaze
13 154
Advertising related to the sugar industry
HMA Blaze
981 671
Advertising for Centrelink
(a) Figures are Goods and Services Tax (GST) exclusive
TABLE 42: PAYMENTS $1500 AND OVER MADE TO ADVERTISING AGENCIES AND AGENCIES
WITH ADVERTISING CAMPAIGNS
Payee
Amount ($)(a)
Purpose
Independent and
49 128
Dissemination of Centrelink information to the
General
ethnic community
Made to Measure
5 100
Advertising for ethnic communities
National Indigenous
223 962
Advertising for the Indigenous community
New Hobsons Press
4 900
Advertising for the Indigenous community
Radio for the print
30 482
Advertising for the print handicapped
91 321
Advertising for the visually handicapped
Radio Service
handicapped
Royal Blind Society
Payee
Amount ($)(a)
Purpose
Seek
3 115
Advertising for Australians Working Together
214 850
Provision of multicultural broadcast services
5 000
Dissemination of Centrelink information to the
Communications
Special Broadcasting
Service
Vibe Aust Pty Ltd
Indigenous community
(a) Figures are GST exclusive
TABLE 43: PAYMENTS $1500 AND OVER MADE TO DIRECT MAIL ORGANISATIONS
Payee
Amount ($)(a)
Purpose
EMAP Australia
409 624
Bounty services: preparation and mailout of agency
Pty Ltd
material
PMP Communications
1 171 136
Preparation and mail out of agency material
PMP Communications
2 133 421
Preparation and mail out of Age Pension News
(as sub-contractor to
for Seniors
POL Corporation)
Salmat Mailing
10 572 260
Preparation and mail out of agency material
Services
(a) Figures are GST exclusive
TABLE 44: PAYMENTS $1500 AND OVER MADE TO MARKETING RESEARCH ORGANISATIONS
Payee
Amount ($)(a)
Purpose
Payee
DBM Consultants
Pty Ltd
Amount ($)(a)
1 699 624
Purpose
Market research related to customer
satisfaction/
interaction/people from diverse cultural and
linguistic backgrounds
Market research related to communicating
with
Eureka Strategic
Research
185 464
Market Access
Consulting and
129 100
Research
Market Solutions
Millward Brown
Australia
186 991
Worthington De
Marzio Pty Ltd
Market research related to the staff poll,
debt
prevention, time boxes, Assistance for
Isolated Children and website redesign
Market research related to Centrelink
positioning
156 012
Market research related to Rural News,
team leader role, Centrelink Agent and
Access Points and Parents and
Employment Guide
Associates
Orima Research
Market research related to customer letters,
Parents and Employment Guide and
participation
38 781
Newton Wayman
Chong and
people with a disability, medical and work
capacity assessments, Securing Your
Future magazine, redesign of Age Pension
News for Seniors, Community Update
magazine, and Medical Liaison project.
139 021
69 800
Market research related to Family Tax
Benefit/Family
Assistance Office products, Customer
Account and security management
Market research related to disability and
carers’ products and Centrepay
(a) Figures are GST exclusive
Appendix 3: Commonwealth Legislation affecting Centrelink
Enabling Legislation
Commonwealth Service Delivery Agency Act 1997
Legislation conferring functions on Centrelink
A New Tax System (Bonuses for Older Australians) Act 1999
A New Tax System (Family Assistance and Related Measures) Act 2000
A New Tax System (Family Assistance) (Administration) Act 1999
A New Tax System (Family Assistance) (Administration) Act 1999
A New Tax System (Family Assistance) (Consequential and Related Measures) Act 1999
A New Tax System (Family Assistance) Act 1999
Aged Care Act 1997
Child Care Act 1972
Child Care Payments Act 1997
Child Care Rebate Act 1997
Child Support (Assessment) Act 1989
Child Support (Registration and Collection) Act 1988
Commonwealth Services Delivery Agency (Consequential Amendments) Act 1997
Disability Discrimination Act 1992
Disability Services Act 1986
Employment Services Act 1994
Farm Household Support Act 1992
Gift Duty Assessment Act 1941
Health Insurance Act 1973
Hearing Services Administration Act 1997
Income Tax Assessment Act 1936
Income Tax Assessment Act 1997
National Health Act 1953
Social Security (Administration) Act 1999
Social Security (International Agreements) Act 1999
Social Security (Rewrite) Transition Act 1991
Social Security Act 1991
Student Assistance Act 1973
Veterans’ Entitlements Act 1986
Compliance Legislation
Crimes Act 1914
Data-matching Program (Assistance and Tax) Act 1990
Financial Accountability
A New Tax System (Fringe Benefits) Act 2000
A New Tax System (Goods and Services Tax Transition) Act 1999
A New Tax System (Goods and Services Tax) Act 1999
Auditor-General Act 1997
Bankruptcy Act 1966
Criminal Code Act 1995
Financial Management and Accountability Act 1997
Fringe Benefits Tax Act 1986
Fringe Benefits Tax Assessment Act 1986
Lands Acquisition Act 1989
Taxation Administration Act 1953
People Management
Disability Discrimination Act 1992
Equal Employment Opportunity Act 1987
Equal Opportunity for Women Act 1999
Human Rights and Equal Opportunity Commission Act 1986
Long Service Leave (Commonwealth Employees) Act 1976
Maternity Leave (Commonwealth Employees) Act 1973
Occupational Health and Safety (Commonwealth Employment) Act 1991
Public Employment (Consequential and Transition) Amendment Act 1999
Public Service Act 1999
Racial Discrimination Act 1975
Safety, Rehabilitation and Compensation Act 1988
Sex Discrimination Act 1984
Superannuation (Productivity Benefit) Act 1988
Superannuation Act 1922
Superannuation Act 1976
Superannuation Act 1990
Superannuation Guarantee (Administration) Act 1992
Workplace Relations Act 1996
Administrative Law
Acts Interpretation Act 1901
Administrative Appeals Tribunal Act 1975
Administrative Decisions (Judicial Review) Act 1977
Copyright Amendment (Moral Rights) Act 2000
Federal Court of Australia Act 1976
Freedom of Information Act 1982
Judiciary Act 1903
Ombudsman Act 1976
Privacy Act 1988
General
Archives Act
Auditor General Act
Commonwealth Electoral Act 1918
Electronic Transactions Act 1999
Appendix 4: Organisational chart: list of positions
Position
Name
Chief Executive Officer Sue Vardon
Sue Vardonq
Chief Auditor
Mike Goldstein
Operational and Performance Audit
Andrew Cox
General Manager, Strategic and Business
Planning
Katrina Edwards
Communication, Media & Marketing
Hank Jongen
Executive, Board and Parliamentary Support
Ray White
Customer Service
Name
Deputy Chief Executive Officer, Customer Service
Pat Turner
Chief Customer Officer
Sheila Ross
Indigenous Services
Barbara Causon
Customer Service
Trisha Moran
Multicultural Services
Peter Rock
Service Recovery Team
John Browne
Community Sector Relationships and Business
Liaison
Marcia Williams
Business
Name
Deputy Chief Executive Officer, Business
Graham Bashford
Chief Financial Officer, Financial Services
Marilyn Prothero
Position
Name
Property and Services
Colin Parker
Environmental Management
Robyn Kemp
Resource Management
Karel Havlat
Contracts and Procurement
Rod Gibson
General Manager, People and Corporate
Performance
Carmel McGregor
Workplace Relations and Policy
Peter Cotterill
Corporate Performance
Tony Gargan
Dean, Centrelink Virtual College
Margaret Hamilton
Workforce Capability and People Management
David Wilden
General Manager, Families
Grant Tidswell
More Help for Families
Sally Babbage
International Services
David Batchelor
Families and Child Care (Acting)
Keith Bender
Families and Child Care (Acting)
Keith Bender
Retirement, Carers and Means Test
Jan Bush
Debt Services
Paul Cowan
Rural and New Business
Greg Divall
Cross Program Payments and Services
Peter Fisher
Detection and Review
Phil Richardson
General Manager, Participation and Client
Partnerships
Dr Margaret Browne
Business Alliances
Jo Gaha
Business
Name
Business Intelligence and Information
Paul Conn
Customer Assessment and Referral Services
Ruth Freeman
Social Work and Social Inclusion Services
Desley Hargreaves
Position
Name
Participation Requirements
Darryl Alexander
Participation Payments (Acting)
Elayne Strahan
Participation Services
Robert Williams
Working Age Reform and Simplifi cation
Michelle Gunasekera
Risk and Business Assurance
Dr Helen McKenna
Business Transformation
Name
Deputy Chief Executive Officer, Business
Transformation and
Jane Treadwell
Chief Information Officer
General Manager, Service Integration Shop
Carolyn Hogg
Participation
Peta Fitzgibbon
Business Practices (Acting)
Peter Gillies
Profi ling and Reviews
Brian Pacey
Customer Support
Brian Silkstone
Startup
Mark Wellington
Group Director, Business Transformation
Ian McShane
Project Services and Delivery
Brad Clark
General Manager, New Business Solutions
John Wadeson
Enterprise Architecture
Helen Austin
Applications Architecture
Steve Crisp
New Community Solutions
Hylkia de Greve
Infrastructure Architecture
Peter Gunning
Business Intelligence
Martin Kos
Communication Technologies
Kevin Parsons
Enterprise e-Solutions
Helen Skrzeczek
New Solutions Development
Ken Watt
I&T Change and Integration
Luke Woolmer
Position
Name
General Manager, Capability Creation and
Management
Ann Steward
e-Business
Glenn Archer
Capability Planning
Elaine Ninham
IT Refresh Program Office
Trevor Smallwood
General Manager, I&T Operations/I&T Service
Executive
Dr Louise Tucker
Data Shop
Linda Argall
Customer Profile and Access (Acting)
Tim Bennetts
Business Transformation Project Team
Tuan Dao
Business and Information Protection
Pat Fegan
I&T Infrastructure Services
Julie Fursman
Applications Support (Acting)
Tony Leng
Business Transformation
Name
I&T Operations
Christine Miller
Entitlements Assessment Systems (Acting)
Arnold Mueller
I&T Infrastructure Services
Nico Padovan
Corporate Systems
Helen Austin
Service Management
Name
Deputy Chief Executive Officer, Service
Management
Paul Hickey
Area Network
John Regan
Service Delivery Integration (Acting)
Robin Salvage
General Manager, Centrelink Call
Christine Hagan
Operations
Graham Maloney
Future Capability
Sheryl Lewin
Area Managers
Name
Area Central and Northern Queensland
Peter Doutre
Position
Name
Area Brisbane
Paul Goodwin
Area Pacific Central
Lyn Agnew
Area North Australia
Gordon Pitts
Area Hunter
Peter Smith
Area East Coast New South Wales
Mandy Ritchie
Area South Metro New South Wales
Vicki Buchanan
Area West New South Wales
David Walsh
Area South West New South Wales
Peter Bickerton
Area West Australia
Gavin McCairns
Area North Central Victoria
Norman Walker
Area South East Victoria
Barbara Clements
Area West Victoria
Annette Drury
Area Tasmania
David Batchelor
Area South Australia
Mary Kosiak
Appendix 5: International visits to Centrelink
TABLE 45: INTERNATIONAL VISITS TO CENTRELINK
Date
Delegation
Areas of Interest
1 July 2003
Delegation from Kyung Ki
• Visit to Liverpool demonstration
site
State Government
8 July 2003
Delegation from the People’s
Republic of China
9–11 July 2003
Thailand Social Security Office
• Visit to Liverpool demonstration
site
• Presentation on overview of
Centrelink
• Presentation on Balanced
Scorecard
• Visit to Liverpool demonstration
site
13 August 2003
Vietnam Ministry of Labour,
War Invalids and Social Affairs
• Visit to Woden Customer
Service Centre
Date
Delegation
Areas of Interest
20–22 August 2003
Senior Study Tour by Royal
• Meet with Sue Vardon
Thai Government Officials
(Chief Executive Officer)
Vietnam Social Security—
• Presentations and placements
with I&T teams
1–19 September 2003
Placements
• Visit to Liverpool demonstration
site
25 September 2003
Secretary for Administration
• Meeting with Sue Vardon
and Justice—Macau
(Chief Executive Officer) and
Christine Hagan (General
Manager, Centrelink Call)
• Tour of Centrelink Call,
Canberra
• One-stop shop concept and
Call Centre services and policies
7 October 2003
Japanese Employees Pension
Welfare Corporation
7–10 October 2003
United Kingdom Department
of Work and Pensions—
Director for Working Age and
Children, Ursula Brennan
13–17 October 2003
Malaysian Social Security
Organisation
15–17 October 2003
• Visit to Wooden Customer
Service Centre to meet with
Manager, Brett Folkard
• Visit to Liverpool demonstration
site
• Meeting with Dr Margaret
Browne (General Manager,
Participation and Client
Partnerships)
• Presentation by Anne Whiteford
(DisAbility Services)
Six Countries Meeting—
• Conference on service delivery
United States, Canada, New
issues at the Sails in the Desert
Zealand, the United Kingdom,
Resort, Uluru
Ireland and Australia
15 October 2003
Bucheon City Social Welfare
Association—Korea
19 October–
Shanghai Municipal Labour
29 November 2003
and Social Security Bureau—
China
• Visit to Liverpool Customer
Service Centre
• Placements in Perth and
Brisbane at Customer Service
Centres, Call Centres and Area
Support Offices
• Presentations (an overview of
Date
Delegation
Areas of Interest
Centrelink and other strategic
issues) and evaluation of
placements in Canberra
20 October 2003
Tianjin Civil Affairs Bureau
• Centrelink services and
partnerships in inner city
Melbourne
31 October 2003
Danielle Vincent—Assistant
• Meeting with Anne Dickens
(Client Partnership Support
Team)
Deputy Minister for the
Quebec Region in Human
Resources Development
11 November 2003
Canada
• Visit to the Department of
Family and Community Services
in Melbourne
Russian Social Insurance
• Visit to Liverpool Customer
Service Centre and Call Centre
Fund
20 November 2003
• Visit to Woden Customer
Service Centre
Anthony Rologas—Philippines
Australia Short Term Training
Facility
28 November– 2 December 2003 The Netherlands—Dutch
municipal governments
• Meeting with Multicultural
Services in Marrickville, Sydney
• Visit to Liverpool Multilingual
Call Centre
• Visit to Liverpool demonstration
site
• Presentation by a delegate on
the delivery of employment
assistance and other social
welfare services in the
Netherlands—current policy
approaches
12 December 2003
South African Treasury
• Meetings regarding relationship
between Centrelink and the Job
Network
3 February 2004
Singapore—Ministry of
• Visit to Woden Customer
Service Centre
Manpower
• Customer Service Charter
Presentation
5 February 2004
Hong Kong—Special
• Visit to Area East Cost Career
Administrative Region
Information Centre and Youth
Centre
Government, Labour
Department
Date
Delegation
Areas of Interest
9 February 2004
China—Liaoning Province
• Meetings with Centrelink
Officers
regarding:
– service delivery
– fraud control
– overview of IT
– the Balanced Scorecard
18 February 2004
Mongolia—Mongolian study
group/tour, part of Victorian
University
• Meeting with Cuc Lam
(Footscray Multicultural Services
Officer) regarding:
– Centrelink structure and
relationship to government
– overview of services provided
– introduction to multicultural
liaison
and Indigenous liaison work
25 February 2004
China—Beijing Civil Affairs
• Meeting with Malcolm Mill
(Watergardens Customer
Service Centre)
• Overview of Centrelink
27 February 2004
China—Guangdong Province
• Visit to Liverpool demonstration
site
• Overview of Centrelink
1 March 2004
Compliance team from
• Compliance methods
The Netherlands Sociale
Verzekeringsbank
9 March 2004
Canada—Auditor General
• Meeting with Michelle Thorne
Ronnie Campbell and
(Business Manager, Indigenous
Jerome Berthelette
Services) regarding:
– Centrelink’s role in Indigenous
affairs
– overview of Indigenous
programs
8–10 March 2004
South Africa—Department of
• Governance arrangements
Social Development
• Financing, budgets and
Date
Delegation
Areas of Interest
business
partnership agreements
• Balanced Scorecard
• public relations and corporate
identity
• I&T, communications and Call
Centres
• fraud
12 March 2004
Thailand–13th ASEAN Social
Security Association board
23–24 March 2004
• Centrelink jointly prepared a
paper
Meeting
with the Department of Family
and Community Services for
presentation at the meeting
China—Ministry of Labour
• Meeting with Centrelink Officers
regarding fraud control, channel
management, and payment of
benefits
and Social Security
• Visit to Liverpool demonstration
site
March 2004
Singapore—Ministry of
Manpower
8 April 2004
Canada—Bay Consulting
Group on behalf of iSERV
• Set up an email exchange with
John Wadeson (General
Manager, New Business
Solutions) providing information
on Centrelink’s information
systems and knowledge bases
• Seeking Centrelink’s
participation in a survey of data
centre facilities
(the I&T infrastructure
provider for the Ontario
Provincial Government)
15–19 April 2004
The Netherlands Sociale
Verzekeringsbank
16 April 2004
The Netherlands—Workers’
Insurance Authority, Bert Pont
• Social security agreement
between Australia and The
Netherlands
• Braddon Customer Service
Centre
• Australian welfare reform
initiatives
Date
Delegation
Areas of Interest
26–28 April 2004
Vietnam—Australia Vietnam
• Hosted by the Department of
Family and Community Services
Sectoral conference on
30 April 2004
Retirement Incomes
• Centrelink presentation on
fraud control and compliance
Singapore—Ministry of
• Issues relating to disability
services
Community Development
and Sports, Social Support
Division
25 and 31 May 2004
United Kingdom—Department
of Work and Pensions
• How public employment
services are delivered to client
groups
• Visit to Liverpool demonstration
site
26 May 2004
Hong Kong—Hong Kong
Government Efficiency Unit
7 June 2004
Brunei—Office of the Prime
• Overview of Centrelink
including issues faced and
lessons learned
• e-Government
Minister
8–10 June 2004
Canada—Human Resource
Development
• I&T, Call Centres, service
integration, communications,
business assurance, the
Balanced Scorecard, compliance
and risk assurance,web-based
services
• Visit to Canberra Institute of
Technology regarding community
partnership with Centrelink
• Visit David Walsh (Area East
Coast Manager) regarding ‘oneSydney ‘concept
• Visit to Liverpool demonstration
site
15–18 June 2004
Northern Ireland—Social
Security Agency, Garbhan
McParland
• Customer service, service
recovery, Call Centres,
Centrelink Virtual College, Edge,
detection and review, Internet
and intranet
• Visit to Braddon and Penrith
Customer Service Centres,
Liverpool demonstration site,
Date
Delegation
Areas of Interest
Area East Coast
• Multicultural services
24 June 2004
China—Institute of Internal
Audit, various provinces
• Risk assessment, internal
control and internal auditor’s role
in corporate governance issues
Appendix 6: Major Speeches by the Centrelink Executive
Sue Vardon—Chief Executive Officer
23 July 2003: Australian Public Service Commission—Graduate Series Networking Session, Canberra.
‘Leadership’
26 August 2003: Governor’s Leadership Foundation, Adelaide. ‘Building an outward looking
government agency’.
1 September 2003: Emotional Intelligence, University of Adelaide. Keynote address.
24 September 2003: Institute of Public Administration Australia—Australian Capital Territory Division 50
Years, Canberra. ‘IPAA Nationally and the Future’.
20 February 2004: South Australian Heads of Agencies Conference, Adelaide. Keynote address.
1 March 2004: Canberra Times Business Series—Women in Business, Canberra. Keynote address.
8 March 2004: Pathways to Power—International Women’s Day 2004, Canberra. ‘My life in 5 minutes’.
17 March 2004: ARIMA Limited South Australian Risk Odyssey 2004—Turning Theory into Practice,
Adelaide. ‘In pursuit of the golden fleece—risk management in Centrelink’.
15 April 2004: The Connected Republic: Possibilities and Priorities for the Next Phase of e-Government,
Canberra. Keynote address.
16 April 2004: Institute of Public Administration Australia—South Australia Division Young Professionals
Forum, Adelaide. Meet the Chief Program.
5 May 2004: National Institute of Governance, Canberra. ‘Governing risk’.
Paul Hickey—Deputy Chief Executive Officer, Business Capability
3–7 August 2003: 12th ASEAN Social Security
Jane Treadwell—Deputy Chief Executive Officer, Business Transformation and Chief Information
Officer
18–22 August 2003: Six Countries Meeting, Ottawa, Canada. ‘Australia’s update: business
transformation and more organisational change’.
16 September 2003: Business Intelligence World Conference, Melbourne. ‘Centrelink growing in
intelligence’.
29 October 2003: Business Process Outsourcing Conference, Sydney. ‘Centrelink: orchestrator and
broker’.
4 December 2003: National Records Management Conference—Milestone celebrations, Sydney.
‘Refresh and the future, taking Centrelink forward’.
8–12 December 2003: Cisco Public Services Summit @ Nobel Week 2003, Stockholm, Norway and
Oslo, Sweden. ‘Connected services and support to people and communities: an integrated approach to
social services’.
14–15 April 2004: The Connected Republic—Possibilities and Priorities for the Next Phase of eGovernment, Canberra. ‘The connected republic’.
Appendix 7: Customer Charter performance for the customer
service network
TABLE 46: CUSTOMER CHARTER PERFORMANCE FOR THE CUSTOMER SERVICE NETWORK
Customer Service
Call Centre
National Customer
Centre Customer
Customer
Satisfaction Survey
Satisfaction Survey
Satisfaction Survey
Annual average
Annual average
As at
as at June 2004
as at June 2004
November 2002
%
%
%
Making it easy to access government services delivered by Centrelink
Ease of accessing
(a)
(a)
60
(a)
(a)
65
government services
provided by Centrelink
Giving you personal
service
Offering you a package
of services and products
that can help you with
what is happening in
your life
Centrelink gives you
options that take
into account your
personal situation and
circumstances
Providing or referring you to other services you may need
Were you referred to
other
services? (% said YES)
20.2
(a)
(a)
– Appropriateness of
the
85.1
(a)
(a)
(a)
(a)
85
80.4
73
Referral
Listening carefully to
what you say to us
Communications skills
– listening
Identifying ourselves
when we talk with you
Did staff identify themselves to your satisfaction?
– Yes
(a)
Being friendly, helpful, respectful and sensitive to your individual needs
Way Office staff treated
90.6
(a)
(a)
(a)
94.9
(a)
(a)
94.2
(a)
(a)
90.9
(a)
(a)
(a)
88
you—courteous,
friendly,
helpful and respectful
Call Centre staff was
friendly and polite
Call Centre staff was
Helpful
Understands customers’
Needs
Staff treating you with
respect and dignity
Providing accurate and consistent information
Accuracy of information
78
86.7
(a)
Consistency of
information
73.5
69.4
(a)
(a)
75
Providing information that is easy to understand
Information that is
simple
(a)
and easy to understand
Explaining the things you need to know and making it clear what you need to do
Communication skills
81.7
93.7
(a)
14.2
13.9
(a)
69.8
(a)
62
78.4
93.3
(a)
– explaining
Fixing mistakes
Purpose of last visit/call
to fix a mistake
Rating of mistake
Resolution
Giving you prompt and
efficient service
Staff speed and
efficiency
Making a decision quickly once we have all the information we need to make that decision
How would you rate the
(a)
(a)
72
time Centrelink took to
make a decision once it
had all the information it
required?
Making an appointment for you to visit us or for us to phone you at a time that suits you
You can usually do
(a)
(a)
83
business with Centrelink
at a day and time that
suits you
(a) Question was not asked in this survey
Appendix 8: Occupational Health Safety (Commonwealth
Employment) Act 1991 reporting
Centrelink has an agreement with the Community and Public Sector Union (CPSU) in accordance with
section 16(3) of the Occupational Health and Safety (Commonwealth Employment) Act 1991 (the
OHS(CE) Act). The agreement covers the election of health and safety representatives (HSRs) and sets
out the roles and responsibilities of all managers/team leaders, employees, HSRs, OH&S committees
and the CPSU.
Investigations conducted
Comcare conducted eight investigations.
Four planned investigations were conducted in accordance with section 41(3) of the OHS(CE) Act into
Centrelink’s OH&S management system. The investigations included a review of corporate management
systems and workplace investigations undertaken at National Support Office, Braddon Customer
Service Centre, in the Australian Capital Territory, and Darebin Customer Service Centre in Victoria. The
investigators recommended action to improve the consistency of OH&S performance and the
implementation of risk management processes.
An investigation was conducted following an incident at Inala Customer Service Centre in Queensland
when a customer started a fi re in the Office. Centrelink conducted a security review after the incident
and the investigators supported the recommendations made as a result of the Centrelink review. An
investigation was conducted at Currie Street Customer Service Centre in South Australia, following a
request from a HSR, about the risk of customer aggression. The HSR had previously issued a
provisional improvement notice in respect of safety and security from customer aggression and
Centrelink had taken action in response to this notice. The investigator concluded that a further risk
assessment and staff training was required, issued an improvement notice and made recommendations.
Centrelink has undertaken the additional assessment and complied with the notice.
Two investigations were conducted at Gosford Call Centre and Hurstville Customer Service Centre as
part of Comcare’s targeted investigation program into the management of manual handling and
occupational overuse syndrome.
All the recommendations arising from the Comcare investigations have been incorporated into the
Centrelink Workplace Health and Safety Plan.
Notices issued
TABLE 47: NOTICES ISSUED UNDER THE OCCUPATIONAL HEALTH AND SAFETY
(COMMONWEALTH EMPLOYMENT) ACT 1991
Details of notices
Number
Notices given to Centrelink under section 29 of the
OHS(CE) Act—
provisional improvement notices issued by health
and safety
3
representatives
Notices given to Centrelink under section 47 of the
OHS(CE) Act—
1
improvement notices
TABLE 48: INCIDENTS NOTIFIED TO COMCARE (SECTION 68 NOTIFICATIONS)
Type of incident
Number
Serious personal injury
8
Prescribed incapacity (30 or more working days or
shifts)
8
Dangerous occurrence
74
Total
90
Appendix 9: Disability Discrimination Act 1992 reporting
The Disability Discrimination Act 1992 (DDA) covers disability issues in relation to the administration of
Australian Government laws and programs, and the provision of goods, services and facilities. The
Commonwealth Disability Strategy provides the background for Australian Government organisations to
ensure that their policies, programs and services are accessible to people with disabilities.
Centrelink’s people policies and guidelines meet the requirements of the DDA and the needs of people
with disabilities.
As an employer, Centrelink ensures that:





employment policies and procedures comply with the DDA
staff training and development programs include relevant information about the needs of people with
disabilities, as members of the community, as clients and as staff, and that they are accessible to
people with disabilities
agency recruiters and managers apply the principle of ‘reasonable adjustment’
employment of those with disabilities includes capacity to support the needs and abilities of the
individual
workplace strategies support the employment of people with disabilities.
As a provider, Centrelink:





has an understanding of and capacity to provide services to people with disabilities that are
appropriate to their current and future needs
implements appropriate quality assurance and improvement mechanisms
implements mechanisms that consider customer satisfaction for people with Disabilities
has a complaint handling process that includes addressing the concerns of people with disabilities
has a service charter that addresses the needs of people with disabilities.
Achievements
Achievements in 2003–04 include:





increasing the level of representation of employees with disabilities from 5.9 per cent in 2002–03 to
6.1 per cent in 2003–04. This figure compares with a declining Australian Public Service trend, which
stood at 3.6 per cent in 2002–03
increasing the number of people who participate in the Centrelink Employees with Disabilities
Network to approximately 90 participants by June 2004. This group receives regular information, with
teleconferences conducted each quarter
setting up a team room for Centrelink employees who have disabilities
establishing partnerships with other Centrelink teams, such as with Communication, Media &
Marketing, in supporting International Day of People with a Disability in December 2003, achieving
an increased focus on the accessibility of adaptive technology.
including the Disability Action Plan and its supplementary plan in the People Handbook, to indicate
Centrelink’s commitment to be fully inclusive. An overall aim is that Centrelink’s future strategic and
business plans will account for how the diverse requirements of its entire staff, including employees
with disabilities, are addressed.
Future Directions
Future directions for Centrelink’s commitment to employees with disabilities are to:




support the Employees with Disabilities Network
continue to raise team leader and manager awareness of disability
enhance policies and guidelines in the People Handbook to reflect Centrelink’s commitment to
employees with disabilities
develop and implement a strategy to encourage self-identification for people with disabilities



address access issues raised by employees with disabilities
ensure recruitment processes encourage more people with disabilities to apply for Centrelink
positions
continue to work collaboratively to demonstrate Centrelink’s strong willingness to become an allinclusive employer that values diversity.
Property and Services
Centrelink has 321 Customer Service Centres (CSCs) around Australia. All buildings are leased. Those
which are purpose-built for Centrelink comply with a building brief that takes into account the needs of
people with disabilities. The brief requires compliance with relevant Australian standards, Human Rights
and Equal Opportunity Commission Advisory Notes March 1993 and the Building Code of Australia.
Access for people with disabilities is a key selection criterion whenever a lease is being considered in an
existing building, as some older buildings may not meet all statutory requirements for access.
During the year, Centrelink improved access for people with disabilities in two CSCs that previously did
not comply with all statutory requirements for access. Portland CSC was relocated to purpose-built
Office accommodation, and Gunnedah CSC relocated to a building that was upgraded with auto access
doors.
The number of CSCs that provide less than desirable access for people with disabilities has been
reduced to 24 buildings or 7 per cent of the total number of CSCs in the network. The main drawbacks at
these sites include:



buildings over two levels that do not have a lift
unsuitable parking for people with disabilities
non-automatic doors that may be difficult to open.
Alternative arrangements are put in place locally for those customers whose disability requires use of a
particular facility, for example, providing full service for customers with a disability on the ground level of
a CSC that does not have lift access to the second level.
Over the next 12 months another five CSCs are scheduled for either relocation or refurbishment that will
address disability access for these sites for example, relocation of Fitzroy and Richmond (Vic) CSCs,
installation of a lift at Fairfield (NSW) CSC, and building upgrades at Casuarina (NT) CSC.
Centrelink’s real estate service provider, Jones Lang LaSalle, is continuing with the building inspection
program of CSCs that includes assessment of a site’s compliance with disability access codes. Those
sites found not compliant are a priority consideration for inclusion in the annual Leasehold Improvement
Program.
Appendix 10: Our people—all Centrelink employees
The figures in Table 49 below represent a head count of all Australian Public Service employees within
Centrelink at 30 June 2004. They include staff on paid and unpaid leave (see also Note 16, Average
Staffing Levels in the Annual Financial Statements, on page 256).
LEGEND
F = Female
M = Male
F/T = Full-time
P/T = Part-time
O = Ongoing
N = Non-ongoing
I = Indigenous Australian (Aboriginal, Torres Strait Islander or both Aboriginal and
Torres Strait Islander)
D = People with disabilities
L = People whose first language is a language other than English, or speak English and another
language (s)
SES = Senior Executive Service
IT = Information Technology
Note: The figures in the following staffing tables show the number of employees at each Classification
level and include those on temporary performance at higher levels.
TABLE 49: ALL CENTRELINK EMPLOYEES
Total
F
M
F/T
P/T
O
N
Centrelink SES
103
45
58
102
1
102
1
Centrelink 4
1565
775
790
1496
69
1555
10
Centrelink 3
5679
3 474
2205
5123
556
5648
31
Centrelink 2
15982
11 687
4 295
12 336
3646
15698
284
Centrelink 1
345
233
112
274
71
263
82
Passport
Information
56
49
7
31
25
29
27
Trainees/Cadets 20
14
6
20
0
17
3
Centrelink
Professional 2
337
271
66
265
72
332
5
Centrelink
Professional 1
603
493
110
431
172
518
85
Centrelink IT
Manager
332
76
256
317
15
328
4
Centrelink IT
Manager
21
5
16
19
2
20
1
Centrelink IT
363
86
277
357
6
359
4
Centrelink
Public Affairs 4
3
2
1
2
1
3
0
Centrelink
Public Affairs 3
16
12
4
16
0
16
0
Service
Operator
Centrelink
Public Affairs 2
19
9
10
18
1
17
2
Centrelink
Public Affairs 1
4
0
4
4
0
2
2
Total
25448
17231
8217
20811
4637
24907
541
TABLE 50: NATIONAL SUPPORT OFFICE
Total
F
M
F/T
P/T
O
N
Centrelink SES
85
37
48
84
1
84
1
Centrelink 4
1004
488
516
955
49
996
8
Centrelink 3
1069
641
428
964
105
1048
21
Centrelink 2
365
245
120
322
43
316
49
Centrelink 1
34
21
13
26
8
18
16
Trainees/Cadets 5
4
1
5
0
5
0
Centrelink
Professional 2
16
12
4
14
2
16
0
Centrelink
Professional 1
4
4
0
4
0
4
0
Centrelink IT
Manager
332
76
256
317
15
328
4
Centrelink IT
Technical
21
5
16
19
2
20
1
Centrelink IT
356
84
272
350
6
352
4
Centrelink
Public Affairs 4
3
2
1
2
1
3
0
Centrelink
Public Affairs 3
16
12
4
16
0
16
0
Centrelink
Public Affairs 2
18
9
9
17
1
16
2
Centrelink
Public Affairs 1
4
0
4
4
0
2
2
Total
3332
1640
1692
3099
233
3224
108
TABLE 51: CALL CENTRE NETWORK
Total
F
M
F/T
P/T
O
N
Centrelink
SES
3
2
1
3
0
3
0
Centrelink 4
71
28
43
69
2
71
0
Centrelink 3
527
380
147
477
50
527
0
Centrelink 2
3963
3052
911
2825
1138
3960
3
Centrelink 1
8
7
1
7
1
2
6
Centrelink
23
Professional
2
19
4
12
11
23
0
Centrelink
6
Professional
1
6
0
2
4
3
3
Total
3494
1107
3395
1206
4589
12
4601
TABLE 52: AREA HUNTER, NEW SOUTH WALES
Total
F
M
F/T
P/T
O
N
Centrelink
SES
1
0
1
1
0
1
0
Centrelink 4
36
21
15
34
2
36
0
Centrelink 3
287
180
107
233
54
285
2
Centrelink 2
732
558
174
539
193
711
21
Centrelink 1
2
2
0
2
0
2
0
Centrelink
13
Professional
2
11
2
13
0
13
0
Centrelink
41
Professional
1
32
9
31
10
32
9
Total
804
308
853
259
1080
32
P/T
O
N
1112
TABLE 53: AREA EAST COAST, NEW SOUTH WALES
Total
F
M
F/T
Centrelink
SES
1
1
0
1
0
1
0
Centrelink 4
26
11
15
26
0
26
0
Centrelink 3
265
154
111
240
25
265
0
Centrelink 2
811
530
281
638
173
807
4
Centrelink 1
15
9
6
11
4
15
0
Centrelink
22
Professional
2
15
7
20
2
22
0
Centrelink
39
Professional
1
31
8
30
9
38
1
Total
751
428
966
213
1174
5
1179
TABLE 54: AREA WEST, NEW SOUTH WALES
Total
F
M
F/T
P/T
O
N
Centrelink
SES
1
0
1
1
0
1
0
Centrelink 4
29
14
15
29
0
29
0
Centrelink 3
168
108
60
153
15
168
0
Centrelink 2
521
385
136
424
97
517
4
Centrelink 1
7
5
2
2
5
6
1
Centrelink
18
Professional
2
14
4
15
3
18
0
Centrelink
28
Professional
1
25
3
22
6
22
6
Total
551
221
646
126
761
11
772
TABLE 55: AREA SOUTH WEST, NEW SOUTH WALES
Centrelink
SES
Total
F
M
F/T
P/T
O
N
1
0
1
1
0
1
0
Centrelink 4
19
13
6
18
1
19
0
Centrelink 3
214
137
77
191
23
214
0
Centrelink 2
524
383
141
417
107
521
3
Centrelink 1
7
7
0
4
3
7
0
Centrelink
18
Professional
2
15
3
11
7
18
0
Centrelink
25
Professional
1
22
3
15
10
22
3
Total
577
231
657
151
802
6
808
TABLE 56: AREA SOUTH METRO, NEW SOUTH WALES
Total
F
M
F/T
P/T
O
N
Centrelink
SES
1
1
0
1
0
1
0
Centrelink 4
28
14
14
28
0
28
0
Centrelink 3
160
103
57
150
10
160
0
Centrelink 2
615
448
167
496
119
583
32
Centrelink 1
27
20
7
21
6
22
5
Centrelink
14
Professional
2
14
0
10
4
14
0
Centrelink
30
Professional
1
23
7
25
5
30
0
Total
623
252
731
144
838
37
875
TABLE 57: AREA PACIFIC CENTRAL, NORTHERN NEW SOUTH WALES AND SOUTHERN
QUEENSLAND
Total
F
M
F/T
P/T
O
N
Centrelink
SES
1
1
0
1
0
1
0
Centrelink 4
37
17
20
37
0
37
0
Centrelink 3
362
231
131
331
31
361
1
Centrelink 2
1044
756
288
822
222
1008
36
Centrelink 1
56
34
22
42
14
41
15
Centrelink
27
Professional
2
26
1
20
7
26
1
Centrelink
53
Professional
1
42
11
44
9
42
11
Total
1107
473
1297
283
1516
64
1580
TABLE 58: AREA BRISBANE, QUEENSLAND
Total
F
M
F/T
P/T
O
N
Centrelink
SES
1
0
1
1
0
1
0
Centrelink 4
40
22
18
38
2
40
0
Centrelink 3
420
241
179
388
32
419
1
Centrelink 2
1201
872
329
1004
197
1188
13
Centrelink 1
7
7
0
5
2
7
0
Centrelink
27
Professional
2
23
4
22
5
27
0
Centrelink
54
Professional
1
46
8
47
7
47
7
Centrelink
IT
4
2
2
4
0
4
0
Centrelink
Public
Affairs 2
1
0
1
1
0
1
0
Total
1755
1213
542
1510
245
1734
21
O
N
TABLE 59: AREA CENTRAL AND NORTH QUEENSLAND
Total
F
M
F/T
P/T
Centrelink SES
1
0
1
1
0
1
0
Centrelink 4
32
22
10
31
1
31
1
Centrelink 3
208
136
72
202
6
208
0
Centrelink 2
576
452
124
479
97
524
52
Centrelink 1
24
21
3
19
5
13
11
Trainees/Cadets 4
3
1
4
0
1
3
Centrelink
Professional 2
14
13
1
10
4
13
1
Centrelink
Professional 1
31
24
7
23
8
25
6
Total
890
671
219
769
121
816
74
TABLE 60: AREA NORTH CENTRAL VICTORIA
Total
F
M
F/T
P/T
O
N
Centrelink
SES
1
0
1
1
0
1
0
Centrelink 4
39
20
19
37
2
39
0
Centrelink 3
329
201
128
289
40
328
1
Centrelink 2
951
627
324
751
200
949
2
Centrelink 1
17
11
6
15
2
17
0
Centrelink
21
Professional
2
16
5
17
4
21
0
Centrelink
48
Professional
1
40
8
30
18
42
6
Centrelink
IT
1
0
1
1
0
1
0
Total
1407
915
492
1141
266
1398
9
F/T
P/T
O
N
TABLE 61: AREA SOUTH EAST VICTORIA
Total
F
M
Centrelink
SES
1
1
0
1
0
1
0
Centrelink 4
39
26
13
36
3
39
0
Centrelink 3
276
162
114
258
18
275
1
Centrelink 2
806
575
231
618
188
806
0
Centrelink 1
69
44
25
62
7
59
10
Centrelink
20
Professional
2
15
5
15
5
20
0
Centrelink
48
Professional
1
39
9
29
19
35
13
Centrelink
IT
2
0
2
2
0
2
0
Total
1261
862
399
1021
240
1237
24
TABLE 62: AREA WEST VICTORIA
Total
F
M
F/T
P/T
O
N
Centrelink
SES
1
1
0
1
0
1
0
Centrelink 4
35
19
16
34
1
35
0
Centrelink 3
291
150
141
267
24
291
0
Centrelink 2
860
595
265
666
194
859
1
Centrelink 1
2
1
1
2
0
2
0
Centrelink
17
Professional
2
12
5
15
2
17
0
Centrelink
53
Professional
1
44
9
33
20
51
2
Total
822
437
1018
241
1256
3
M
F/T
P/T
O
N
1259
TABLE 63: AREA WEST AUSTRALIA
Total
F
Centrelink
SES
1
0
1
1
0
1
0
Centrelink 4
35
17
18
31
4
35
0
Centrelink 3
365
218
147
329
36
363
2
Centrelink 2
1139
860
279
894
245
1133
6
Centrelink 1
21
17
4
16
5
12
9
Centrelink
32
Professional
2
21
11
28
4
32
0
Centrelink
49
Professional
1
38
11
35
14
48
1
Total
1171
471
1334
308
1624
18
1642
TABLE 64: AREA SOUTH AUSTRALIA
Total
F
M
F/T
P/T
O
N
Centrelink
SES
1
1
0
1
0
1
0
Centrelink 4
50
24
26
49
1
50
0
Centrelink 3
387
231
156
338
49
387
0
Centrelink 2
1003
718
285
748
255
993
10
Centrelink 1
20
9
11
16
4
17
3
Centrelink
34
Professional
2
26
8
25
9
32
2
Centrelink
52
Professional
1
42
10
31
21
41
11
Total
1051
496
1208
339
1521
26
1547
TABLE 65: AREA NORTH AUSTRALIA
Centrelink SES
Total
F
M
F/T
P/T
O
N
1
q
1
1
0
1
0
Centrelink 4
24
11
13
24
0
23
1
Centrelink 3
111
79
32
107
4
110
1
Centrelink 2
268
211
57
245
23
264
4
Centrelink 1
9
6
3
7
2
9
0
Trainees/Cadets 11
7
4
11
0
11
0
Centrelink
Professional 2
12
12
0
11
1
11
1
Centrelink
Professional 1
13
11
2
12
1
12
1
Total
449
337
112
418
31
441
8
TABLE 66: AREA TASMANIA
Total
F
M
F/T
P/T
O
N
Centrelink
SES
1
0
1
1
0
1
0
Centrelink 4
21
8
13
20
1
21
0
Centrelink 3
240
122
118
206
34
239
1
Centrelink 2
603
420
183
448
155
559
44
Centrelink 1
20
12
8
17
3
14
6
Passport
Info Service
56
49
7
31
25
29
27
Centrelink
9
Professional
2
7
2
7
2
9
0
Centrelink
29
Professional
1
24
5
18
11
24
5
Total
642
337
748
231
896
83
Operator
979
Appendix 11: Equity and diversity
TABLE 67: EQUITY AND DIVERSITY GROUPS
Total
F
M
I
L
D
O
N
O
N
O
N
O
N
O
N
O
N
Area Hunter
1080
32
782
22
298
10
52
1
32
1
75
2
Area East
1174
5
749
2
425
3
27
1
231
0
82
0
761
11
541
10
220
1
9
1
224
0
43
1
802
6
573
4
229
2
44
0
41
0
46
0
838
37
595
28
243
9
19
1
286
11
45
2
1516
64
1056
51
460
13
96
2
93
1
102
3
1734
21
1195
18
539
3
60
1
74
0
79
3
816
74
607
64
209
10
122
4
51
6
66
7
1398
9
909
6
489
3
27
0
268
2
113
1
1237
24
844
18
393
6
16
0
191
0
84
0
1256
3
819
3
437
0
28
1
154
0
70
1
Coast New
South Wales
Area West
New South
Wales
Area South
West New
South Wales
Area South
Metro New
South Wales
Area Pacifi c
Central
Area
Brisbane
Queensland
Area Central
and Northern
Queensland
Area North
Central
Victoria
Area South
East Victoria
Area West
Victoria
Area West
1624
18
1154
17
470
1
92
0
171
0
123
0
1521
26
1030
21
491
5
35
1
146
0
104
4
896
83
579
63
317
20
43
0
62
3
64
3
441
8
333
4
108
4
89
0
32
0
20
0
Australia
Area South
Australia
Area
Tasmania
Area
Northern
Australia
TABLE 67: EQUITY AND DIVERSITY GROUPS—CONTINUED
Total
Call Centre
F
M
I
L
D
O
N
O
N
O
N
O
N
O
N
O
N
4589
12
3485
9
1104
3
107
0
261
0
227
0
3224
108
1580
60
1644
48
48
0
397
3
171
9
24907
541
16831
400
8076
141
914
13
2714 27
1514
36
L
D
Network
National
Support
Office
Total
employees
TABLE 68: EQUITY AND DIVERSITY SEPARATIONS
Total
F
M
I
O
N
O
N
O
N
O
N
O
N
O
N
Area Hunter
62
135
46
111
16
24
7
3
2
2
7
10
Area East
83
42
48
31
35
11
3
1
14
1
3
2
50
71
36
56
14
15
4
0
12
4
3
2
Coast New
South Wales
Area West
New South
Wales
Area South
54
60
35
45
19
15
4
2
2
1
7
1
28
79
17
63
11
16
1
1
11
26
2
14
46
250
35
189
11
61
3
6
1
11
2
30
85
117
60
92
25
25
3
2
2
4
4
10
37
144
21
116
16
28
6
14
0
9
4
19
69
101
43
71
26
30
2
1
10
9
7
6
73
44
55
34
18
10
4
3
12
2
5
0
51
27
32
21
19
6
1
0
3
0
3
1
117
194
89
136
28
58
13
7
7
8
19
18
63
117
44
93
19
24
0
2
3
0
4
4
27
72
18
59
9
13
4
1
2
5
4
7
41
32
26
26
15
6
14
3
4
1
4
4
West New
South Wales
Area South
Metro New
South Wales
Area Pacific
Central
Area
Brisbane
Queensland
Area Central
and
Northern
Queensland
Area North
Central
Victoria
Area South
East Victoria
Area West
Victoria
Area West
Australia
Area South
Australia
Area
Tasmania
Area
Northern
Australia
Call Centre
461
234
349
158
112
76
10
0
22
0
33
5
175
156
94
110
81
46
6
4
17
7
15
9
1522
1875 1048
464
85
50
124
90
126
142
Network
National
Support
Office
Total
1411 474
separations
TABLE 69: EQUITY AND DIVERSITY COMMENCEMENTS
Total
F
M
I
L
D
O
N
O
N
O
N
O
N
O
N
O
N
Area Hunter
13
36
11
28
2
8
0
0
0
1
0
1
Area East
22
11
15
10
7
1
1
0
1
0
0
0
12
21
9
18
3
3
0
1
2
0
0
1
38
23
27
16
11
7
3
0
1
0
5
0
15
14
12
12
3
2
0
0
6
4
1
2
24
107
20
88
4
19
3
2
0
3
4
6
28
64
23
57
5
7
0
2
2
0
1
4
14
100
11
89
3
11
0
5
0
8
2
10
Coast New
South Wales
Area West
New South
Wales
Area South
West New
South Wales
Area South
Metro New
South Wales
Area Pacifi c
Central
Area
Brisbane
Queensland
Area Central
and Northern
Queensland
Area North
12
21
10
18
2
3
0
0
1
3
4
1
34
32
28
23
6
9
0
1
1
0
7
0
27
12
21
10
6
2
1
1
3
0
1
1
43
87
33
64
10
23
1
1
6
2
7
4
16
102
10
79
6
23
0
4
1
3
1
4
14
88
9
73
5
15
1
0
1
2
3
2
27
15
17
11
10
4
8
0
4
0
1
0
329
79
246
60
83
19
12
3
14
3
31
1
188
158
73
98
115
60
3
3
22
9
15
10
856
970
575
281
216
33
23
65
38
83
47
Central
Victoria
Area South
East Victoria
Area West
Victoria
Area West
Australia
Area South
Australia
Area
Tasmania
Area
Northern
Australia
Call Centre
Network
National
Support
Office
Total
commencements
Appendix 12: Senior Executive Service (SES) overview
Table 70 below provides an overview of the number of employees engaged at the Senior Executive
Service (SES) level as at 30 June 2004.
TABLE 70: EMPLOYEE S ENGAGED AT SES LEVEL AS AT 30 JUNE 2004(A)
Classification Total
F
M
F/T
P/T
O
N
SES Band 3
2
2
4
0
4
0
4
SES Band 2
10
7
3
10
0
10
0
SES Band 1
77
31
46
76
1
76
1
Total
91
40
51
90
1
90
1
(a) These figures relate to the number of Senior Executive Service employees. They do not include
employees on temporary performance.
Appendix 13: Salary overview
(See also Note 14, Executive Remuneration in the Annual Financial Statements, on page 255.)
TABLE 71: EMPLOYEES COVERED BY THE CENTRELINK DEVELOPMENT AGREEMENT 2003–
2005
Employee type
Number
SES
0
Non-SES
25012
TABLE 72: SALARY RANGES FOR EMPLOYEES COVERED BY THE CENTRELINK DEVELOPMENT
AGREEMENT 2003–2005
Classification
Salary range ($)
Centrelink 4
64 894 to 87 676
Centrelink 3
46 934 to 59 843
Centrelink 2
37 755 to 46 933
Centrelink 1
17 574 to 36 758
Centrelink Australian Passport Information Service
Operator
33 147 to 40 749
Centrelink Professional 2
62 398 to 84 304
Centrelink Professional 1
35 346 to 58 400
Centrelink IT
40 749 to 87 676
Centrelink Public Affairs 4
84 837 to 89 173
Centrelink Public Affairs 3
68 267 to 82 759
Centrelink Public Affairs 2
52 802 to 61 857
Centrelink Public Affairs 1
43 416 to 49 768
Centrelink Graduate Trainee
28 607 to 36 758
Centrelink Customer Service Trainee
31 093
Centrelink Administrative Trainee
10 900 to 22 836
Centrelink Cadet—full time study
9 944 to 15 757
Appendix 14: Australian Workplace Agreements
Australian Workplace Agreements (AWAs) offer flexibility to Centrelink for attracting, deploying,
rewarding or retaining employees through tailored remuneration and conditions.
It is not Centrelink’s policy to disclose details of an individual’s AWA. A remuneration policy is in place
for non-SES and SES AWAs. The remuneration policy outlines salary ranges in which AWAs are
offered.
Senior Executive Service AWAs
All Centrelink SES employees have individual AWAs and therefore, as at 30 June 2004, 91 SES
employees were covered by AWAs.
Salaries are determined by the Chief Executive Officer and fall broadly within three bands representing
three Classification levels. Table 73 shows the salary range for each Classification.
All SES employees are entitled either to the use of a private plated vehicle or a cash out arrangement.
TABLE 73: SES SALARY RANGES 2003–04
Classification
Salary range per annum ($)
SES Band 1
107 603 to 126 911
SES Band 2
131 939 to 153 571
SES Band 3
(a)
(a) SES Band 3 salaries have not been included, as they will enable identification of individual employees’ packages because
of the small number of Officers at that level.
SES AWAs provide for performance pay, generally 4 per cent per annum if performance measures are
meet. Table 74 shows the amount of performance pay paid under SESAWAs in 2003–04.
TABLE 74: TOTAL AMOUNT OF PERFORMANCE PAY MADE TO SES IN 2003–04
Aggregated amount ($)
Number of employees
Average bonus paid per
receiving performance
pay
employee ($)
SES Band 1
302 332
71
4258
SES Band 2
29 630
5
5926
SES Band 3
28 607
4
7152
Total
360 570
80
4507
Non-Senior Executive Service AWAs
As at 30 June 2004 there were 345 non-SES employees covered by AWAs. The majority of these staffs
were Centrelink 4 and equivalent. Table 75 shows the salary ranges for non-SES AWAs.
TABLE 75: NON-SES AWA EMPLOYEE SALARY RANGES 2003–04
Classification
Salary range per annum ($)
Centrelink 4 (APS Executive 1 and 2 or equivalent)
74 813 to 94 640
Centrelink 3 (APS 5 and 6 or equivalent)
56 058 to 71 222
Non-SES AWAs provide for performance pay, generally 4 per cent per annum. Table 76 shows the total
amount of performance paid under non-SES AWAs.
TABLE 76: NON-SES AWA PERFORMANCE IN 2003–04
Centrelink 4 (APS
Executive
Aggregated
Number of employees
Average bonus paid per
amount($)
receiving performance
pay
employee($)
952 427
310
3 072
16 813
9
1 868
969 240
319
3 038
1 and 2 and equivalent)
Centrelink 3 (APS 5 to 6
and
equivalent)
Total
Appendix 15: Centrelink Annual Report 2002–03—Correction of
material errors
The following page references refer to the 2002–03 Centrelink Annual Report.
On page 58, Table 19 DoTARS Revenue and Performance Summary should report nine KPIs with 78
per cent of KPIs achieved.
On page 79, in Tables 34 and 35, the dollar figures should represent millions, not thousands. The
numbers in the columns are correct, the column header in each table should be updated from ‘$’000’ to
‘$ millions’.
On pages 213–5, tables 50–53 contain an incorrect zero immediately before the decimal point in each
dollar figure.
On pages 290–1, Tables 83–84 should reflect the following information:
THE TOTAL AMOUNT OF PERFORMANCE PAY MADE TO SES 2003–04
SES Band 1
Amount $
Actual number of payments
made
289 118.87
322
SES Band 2
14 222.95
18
SES Band 3
26 165.61
16
Total
329 507.43
356
THE TOTAL AMOUNT OF PERFORMANCE PAY MADE TO NON-SES AWA EMPLOYEES 2002–03
Amount $
Actual number of payments
made
Centrelink 4
500 346.67
565
Centrelink IT Manager
130 734.92
142
Centrelink 3
784.37
1
Centrelink IT
21 033.97
37
Centrelink Prof 2
6 615.00
8
Centrelink Prof 1
2 656.52
4
Total
662 171.45
757
List of shortened forms
AAT Administrative Appeals Tribunal
AEC Australian Electoral Commission
AFP Australian Federal Police
AoS Assurance of Support
APIS Australian Passport Information Service
ARO Authorised Review Officer
ASO Area Support Office
ATO Australian Taxation Office
AUSTRAC Australian Transaction Reports Analysis Centre
AWT Australians Working Together
BPA Business Partnership Agreement
CCeS Customer Confirmation e-Service
CDA Centrelink Development Agreement
CDEP Community Development Employment Project
CEO Chief Executive Officer
CMC Centrelink Multilingual Call
CPA Community Participation Agreement
CPSU Community and Public Sector Union
CRN Customer Reference Number
CRU Customer Relations Unit
CSA Child Support Agency
CSC Customer Service Centre
CSO Customer Service Officer
CSTL Customer Service Team Leader
CVC Centrelink Virtual College
DAFF Department of Agriculture, Fisheries and Forestry
DCALB Diverse Cultural and Linguistic Background
DDA Disability Discrimination Act 1992
DEST Department of Education, Science and Technology
DEWR Department of Employment and Workplace Relations
DFAT Department of Foreign Affairs and Trade
DIMIA Department of Immigration and Multicultural and Indigenous Affairs
DoHA Department of Health and Ageing
DOTARS Department of Transport and Regional Services
DPMO Debt Prevention Monitoring Officer
DPP Director of Public Prosecutions
DVA Department of Veterans’ Affairs
EAS Entitlements and Assessment Systems
EC Exceptional Circumstance
FaCS Department of Family and Community Services
FOI Freedom of Information
GST Goods and Services Tax
GVG Commonwealth Green Vehicle Guide
HIC Health Insurance Commission
HSR Health and Safety Representatives
I&T Information and Technology
IPP Information Privacy Principle
IT Information Technology
JET Jobs, Education and Training
KPI Key Performance Indicator
MPC Multi Purpose Contact
NAIDOC National Aboriginal and Islanders’ Day Observance Committee
NLSR Natural Language Speech Recognition
OFPC Office of the Federal Privacy Commissioner
OH&S Occupational Health and Safety
PBS Pharmaceutical Benefits Scheme
PIN Personal Identification Number
RASC Remote Area Service Centres
RDS Rent Deduction Scheme
RPU Rural Processing Unit
SES Senior Executive Service
SSAT Social Security Appeals Tribunal
TOP Tuggeranong Office Park
TSRA Torres Strait Regional Authority
UAC User Assurance Centre
VCW Value Creation Workshop
VIS Veteran Information Service
CO001.0411