Annual Report 2005–06
Output 1 - Core department: Highlights/key achievements
During 2005–06, the core department:
- supported the Minister for Human Services to successfully present to the Government a proposal for a health and social services access card. This work involved leading a cross-portfolio group involving 14 government departments and multiple agencies to develop a proposal and a business case for the use of smartcard technology. In April 2006, the core department received government approval for a $1.09 billion access card to improve customers’ access to health and social services
- coordinated a fraud and compliance package announced in the 2006–07 Budget. The Government has committed $282.3 million to address health and welfare fraud. Savings as a result of the package are expected to be $548.4 million over five years
- designed and developed the Job Capacity Assessment program to identify a person’s capacity to work and refer them to the most appropriate employment service. This is a key element of the Government’s Welfare to Work initiative
- worked with the Child Support Agency (CSA) in developing and implementing the new arrangements contained in the package the government announced on 28 February 2006, to reform the Child Support Scheme and the way that CSA delivers its services. This will be achieved by building greater organisational capability to support these new strategies, particularly including improved support for CSA staff as they work to provide services to parents
- facilitated the deployment of Family Assistance Office (FAO) services to Medicare offices. At the end of the 2005-06 financial year, 129,025 customers had used the service
- improved service delivery and reduced customer waiting times through leading Human Services agencies to reduce staff absenteeism. Absenteeism in Centrelink offices was reduced by an equivalent of approximately 33,000 staff days a year. Targets are now in place for CSA and reductions in unplanned leave are occurring
- drove the reduction in call centre wait times in Centrelink by 14 per cent to an average wait time of two minutes and 40 seconds
- was the first Department to give effect to the recommendations of the Uhrig Review of the Corporate Governance of Statutory Authorities and Office Holders , by improving transparency and accountability in the management of Centrelink and the Health Insurance Commission (HIC, since renamed Medicare Australia). This was achieved by abolishing the boards of Centrelink and the Health Insurance Commission on 30 September 2005, and having Chief Executive Officers appointed by and reporting to the Minister through the Secretary
- monitored queue wait times in Centrelink and Medicare offices. By the end of 2005–06, in each agency, an average wait time was recorded of three minutes and 58 seconds and one minute and 57 seconds respectively
- established procurement guidelines and delivered procurement savings across the Human Services agencies. For example, Centrelink now provides information technology support services to CRS Australia, which will save an estimated $3.9 million over four years
- improved customers’ understanding of government services through the following campaigns using the ‘talk about’ theme:
- Drought Assistance Campaign
- Support the System that Supports You
- Students Online.