Annual Report 06–07
Output 2: Child Support Agency—Highlights of 2006–07
- Facilitating the transfer of $2.68 billion in child support payments, and increasing the number of paying parents who met their child support obligations
- Successfully implementing Stage 1 and Stage 2 of reforms to the Child Support Scheme
- Successfully completing a four-year intensive debt collection programme, exceeding the target for the collection of outstanding child support liabilities
- Working closely with Department of Families, Community Services and Indigenous Affairs on the development and implementation of Stage 3 of the Child Support Scheme reforms
- Improving customer satisfaction and significantly reducing the number of customer complaints, while maintaining high levels of service responsiveness
- Introducing a national, personalised service involving more intensive assistance for customers with complex child support issues
- Providing greater online functionality for separated parents and employers through CSAonline, which was a finalist in the Excellence in e-Government Awards 2007
- Simplifying customer letters and forms to improve readability
- Expanding and improving information and support services for customers, including connecting parents with the Family Relationship Advice Line, Family Relationships Centres and CSA’s Parent Support Service
- Improving accountability through the implementation of call recording
- Partnering with beyondblue, the Australian General Practice Network and the Starlight Children’s Foundation to enhance the reach of services and support for separated families
- Distributing significantly increased quantities of self-help products, with 85 per cent of customers rating the products excellent
- Improving customer and community awareness and understanding of child support issues and CSA’s performance
- Establishing a new quarterly customer newsletter, Child Support Matters, which 90 per cent of customers surveyed assessed as easy to read
- Strengthening CSA’s privacy regime through staff training and a new security strategy to monitor and respond to any unauthorised staff access to customer records
- Establishing a Data Quality Improvement Programme to improve the integrity and quality of customer records
- Developing comprehensive training and development, and workforce planning strategies
- Initiating major reviews of CSA’s performance measures and staff performance management systems to support CSA’s cultural change programme
- Developing new customer service principles and commencing Customer First training for all staff, based on extensive customer feedback workshops
- Lowering unplanned leave to better than target levels, and reducing workers compensation costs through improved management of injuries and the Building a Healthier CSA strategy
- Improving service for Indigenous Australians through the recruitment of Indigenous staff, cultural awareness training for staff and joint outreach activities with other DHS agencies
- Improving the effectiveness of financial management processes and compliance activities
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