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Centrelink Strategic Directions

The Strategic Directions for Centrelink have five core elements that set out our reason for being, what we want to achieve and how we want to be seen. It is underpinned by our leadership expectations that cite the behaviours we would expect to see in our leaders.

This document sets out these core elements and explains how they relate to each other and support Centrelink in being the best we can be.

Purpose

The Purpose describes the organisations reason for being. It goes beyond making decisions, delivering services or being cost effective and is not limited to our current capacity or capability. Centrelink’s purpose is:

'serving Australia by assisting people to become self-sufficient and supporting those in need'

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Core Values

Core values are the essential and enduring building blocks of an organisation. Centrelink is bound by and actively supports the APS Values. Values shape the way we think, the things we do, and how we are perceived. They are the things we stand for. We value:

  • Responsiveness to the Government of the day

Actively work with Government, directly and through our client agencies and other stakeholders to deliver the government’s agenda.

  • Excellence in service delivery

Constantly striving to improve our service delivery to be part of the worlds best Government service delivery system.

  • Respect for customers and each other

Behaving professionally and impartially in all interactions.

  • Accountability

Accepting responsibility for what we do and are transparent in our conduct.

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Strategic Themes

The high level of focus that integrates issues, opportunities and information from the internal and external environment. A theme is a succinct statement that provides a medium to long-term focus for Centrelink’s strategic implementation efforts.

  • Building confidence in Centrelink

To provide assurance to Government, clients and customers that services are fairly, effectively and efficiently delivered.

  • Strengthening our customer focus in line with Government direction

To build and leverage off our strong customer focus when delivering government policies and agendas.

  • Developing a networked organisation

To link with others inside and outside the organisation to provide quality outcomes and seamless service for our customers.

  • Building capability for Government

To have the right resources and underlying capability to progress the Government’s agenda on an ongoing basis and in times of crisis.

  • Demonstrating value for money

To be accountable for the efficient use of resources and ensuring the best service offer at the best price

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Strategic Priorities

At all levels there are priorities that we have to work on to achieve our purpose. It is important we ensure our priorities are understood and progressed to support the Government’s agenda through our strategic themes.

The Strategic Priorities reflect the most important things at an organisational level that need to be done. These are variable and current and for this reason are reviewed regularly.

Our Strategic Priorities for 2007-08 are:

  • Improve access to services by implementing the Integrated Service Delivery Network
  • Continue to build confidence in our service delivery costs, resource management and business process
  • Build better connections with the community
  • Demonstrate united leadership and teamwork at all levels
  • Attract, train and retain skilled people to deliver customer outcomes
  • Develop income management and other supports for the introduction of new conditional payments

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