Centrelink Annual Review 1999 - 2000A Year of Achievements
'A feature of the year has been the increasing emergence of community partnerships and strategic alliances such as Rural Transaction Centres.' Centrelink Chief Executive Officer, Sue Vardon. 1999 - 2000 in ReviewThroughout 1999-2000 Centrelink faced the ongoing challenges of change associated with a new and developing organisation. We continue to implement changes that will ensure the delivery of exceptional service to the Australian community. In 1999-2000 we set ourselves six goals in the following key result areas:
Our results and achievements in these areas are detailed in Table 2: Centrelink's Performance at a Glance. Table 2:Centrelink's Performance at a Glance. Our Client PartnershipsOur Key Result Areas (Strategic Goals).To build partnerships with client agencies that deliver the required results and provide value for money. Our Results Figure 4 [graph] Our OutcomesThe results show outcomes against all key performance indicators set by client agencies. The outcomes for July - November reflect the 1998 - 99 scorecard, which was replaced in October 1999. Since that time, overall performance remained relatively stable against an increased number of key performance indicators. Our Achievements
Our Customers and CommunityOur Key Result Areas (Strategic Goals). To increase customer and community involvement and satisfaction with services. Our ResultsFigure 5 [graph] Our OutcomesThe results show the average level of customer satisfaction across a range of Centrelink services, with the overall target represented as '1'. Although in May 2000 overall satisfaction with the quality of service fell by 4% to 66% nationally, this was still 1% above the rating achieved 12 months earlier. Our Achievements
Our PeopleOur Key Result Areas (Strategic Goals)To create an environment where Centrelink's people give value to customers, client agencies and the community through their skills and commitment to service. Our ResultsFigure 6 . [graph] Our OutcomesThe results show data collected and reported quarterly. The significant improvement recorded in the October-December quarter is attributed to very positive staff poll results. Our Achievements
Our Cost Efficient OrganisationOur Key Result Areas (Strategic Goals)To manage our business efficiently and return a dividend to Government. Our ResultsFigure 7 [graph] Our OutcomesThe results show year to date variance in planned and actual operating results before abnormal items. Centrelink incurred a net operating deficit of $4.9m (after abnormal items) for the year 1999 - 2000. Our Achievements
Our Innovative OrganisationOur Key Result Areas (Strategic Goals). To provide innovative and personalised solutions, consistent with Government policy. Our ResultsCentrelink provided an Expense Budget of $65m for projects in 1999-2000 funded from maintenance money. This was allocated between projects focusing on enhancing current operations, implementing legislative requirements and developing and enhancing future electronic service delivery. In order to ensure that the limited funding was spent on the most important issues, projects were centred around the outcomes specified in the current Business Plan and future service delivery mechanisms. The service delivery enhancements include:
Our Achievements
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