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Annual Report 06–07
Output 3: CRS Australia—Output overview
Purpose
CRS Australia’s purpose is to meet the needs of customers by providing high-quality vocational rehabilitation, assessment, injury management and prevention services to people with a disability, injury or health condition to enable them to gain and maintain employment.
CRS Australia provides services to job seekers, as well as commercial and government customers, at more than 177 sites in urban, rural and remote areas across Australia, and through visiting and outreach services. The largest provider of expert assessment and vocational rehabilitation services in Australia, in 2006-07 CRS Australia was also the sole provider of vocational rehabilitation services to the Australian Government under the Disability Services Act 1986.
CRS Australia operates as a business unit within the Portfolio Department of Human Services.
Strategy
CRS Australia meets its purpose through a set of goals that are clearly defined in a strategic plan. Focus for the Future, the Strategic Plan 2006–09, describes how CRS Australia will achieve its goals by pursuing four strategic themes:
- exceeding customer expectations;
- growing capability;
- building reputation; and
- improving effectiveness.
The Strategic Plan 2006–09 also identifies the opportunities, challenges and risks that CRS Australia faces, and the values that guide its operations. The plan can be accessed through the Publications section of the website at www.crsaustralia.gov.au.
Structure
In 2006–07, CRS Australia was structured into service delivery and support functions, as shown in Figure 13.
| Measure | Performance | |
|---|---|---|
| Quality | Certification against Disability Services Standards | Certified |
| Quantity | Number of new clients assisted on a rehabilitation programme | 32,445 |
| Number of rehabilitation clients achieving durable employment outcomes | 8,312 | |
| Effectiveness and efficiency | Proportion of clients achieving durable employment outcomes | 33% |
| Efficiency—CRS Australia must deliver effective rehabilitation programmes within the funding provided as a viable business unit | CRS Australia delivered effective programmes and had a surplus of $11.49 million in 2006–07 | |
| CRS Australia undertakes a range of other services for government and private agencies with each agreement requiring certain performance indicators to be met | CRS Australia met all performance requirements; results against key performance indicators for government agencies are detailed in their annual reports | |
| Price | Price of outputs $232.310 million | Price of outputs:
|
Service Delivery Policy
Service Delivery Policy is responsible for:
- developing practice and delivery policy, including through research and innovation;
- influencing purchaser policy to improve the effectiveness of vocational rehabilitation and related outcomes;
- providing strategic and business analysis data and advice; and
- ensuring the efficiency and effectiveness of services in New South Wales, Victoria, Tasmania and the Australian Capital Territory.
Service Delivery Operations
Service Delivery Operations is responsible for:
- implementing new practice or process requirements;
- conducting quality assurance and ensuring compliance with customer contracts and memorandums of understanding (MOUs);
- managing key accounts and new business strategies;
- developing and implementing effective internal and external communication strategies; and
- ensuring the efficiency and effectiveness of services in Queensland, Western Australia, South Australia and the Northern Territory.
Corporate
Corporate is responsible for:
- providing efficient and effective support services to the network;
- providing strategic financial advice and management;
- managing infrastructure;
- managing risk audit and compliance assurance; and
- developing and implementing workforce planning to attract and retain staff.
Developments since the end of the financial year
CRS Australia receives more than 80 per cent of its revenue through an MOU with the Department of Employment and Workplace Relations (DEWR). Income is payable on achievement of milestones and outcomes. The resource efforts in programme delivery for DEWR often occur over a 24-month period.
On 30 June 2007, CRS Australia analysed its revenue and expenditure items for DEWR clients. Applying the percentage of completion method for revenue recognition, it determined that $6.5 million that had been received from DEWR was in relation to work to be performed in a future financial year. This amount of revenue has been recognised as unearned revenue on the balance sheet.