Centrelink governance
Centrelink’s governance structure in 2010–11 supported the achievement of its outcome of ‘self sufficiency for individuals and families through personalised assistance and delivery of payments and services’.
Part 3 of the Commonwealth Services Delivery Act 1997 outlined the powers and functions of the CEO. The Financial Management and Accountability Act 1997 set out the CEO’s responsibilities in relation to Centrelink financial management. Under the Human Services Legislation Amendment Act 2011, which took effect from 1 July 2011, DHS will deliver all programs previously delivered by Centrelink and Medicare Australia.
Throughout 2010–11 Centrelink worked with DHS and other portfolio agencies to facilitate integration into a single department, while continuing to efficiently deliver services and payments to its customers. Of note was the integration of corporate and operational enabling services.
Centrelink strategic committee framework
The integration of enabling services provided the opportunity to review the Centrelink strategic committee framework in the broader context of portfolio responsibilities. As a result some committees were changed to reflect portfolio governance, rather than for Centrelink alone. Figure 6 shows the Centrelink strategic committee framework.
Figure 6: Centrelink strategic committee framework at 30 June 2011
1 Main reporting line to the CEO.
Service Delivery Cluster Deputies Committee
The Service Delivery Cluster Deputies Committee replaced the former Centrelink Executive Committee from 31 March 2011. Its role was to provide direction on strategic service delivery issues and ensure Centrelink accountabilities were met before portfolio integration on 1 July 2011. It was chaired by the CEO of Centrelink and also comprised the Deputy CEOs from the Service Delivery Cluster and the Chief Financial Officer, Internal Budgets.
Prior to the changes to the portfolio organisational structure on 31 March 2011, the Centrelink Executive Committee was responsible for setting and leading Centrelink’s strategic direction including:
- responding to government issues
- determining Centrelink’s priorities
- determining Centrelink’s corporate and business investment strategy
- ensuring Centrelink’s people capability was robust.
The Centrelink Executive Committee was chaired by the CEO of Centrelink and included the Deputy CEOs and the Deputy Secretary ICT Infrastructure.
Strategic Service Delivery Committee
The Strategic Service Delivery Committee replaced the former Strategic Management Committee from 31 March 2011. Its role was to:
- facilitate communication and information sharing within the cluster and with other parts of the portfolio
- provide direction on improvements to business process to ensure excellence in service delivery
- monitor service delivery project implementation to ensure projects were delivered on time and on budget.
The Strategic Service Delivery Committee was chaired by the CEO of Centrelink and also comprised the Deputy CEOs and General Managers from the Service Delivery Cluster.
Prior to 31 March 2011 the Strategic Management Committee was responsible for implementing and progressing Centrelink’s Strategic Directions by:
- responding to government/departmental policy, issues and requirements
- ensuring implementation of Centrelink’s Strategic Directions
- considering, evaluating and providing direction on current and future capability to ensure excellence in service delivery
- determining the implementation approach and responsibilities for Centrelink’s corporate and business investment strategy
- overseeing the effectiveness of Centrelink’s business, corporate and ICT activities
- ensuring Centrelink’s governance frameworks were appropriate and robust
- ensuring sound communication and information sharing across the organisation.
The Strategic Management Committee was chaired by the CEO of Centrelink and included the Deputy CEOs and General Managers. The General Manager of CRS Australia was a member of the DHS Management Board until October 2010, then joined the Centrelink Strategic Management Committee from 21 March 2011.
Service Delivery Performance Committee
The Service Delivery Performance Committee replaced the former Centrelink Service Delivery Committee from 31 March 2011. Its role was to oversee service delivery performance across the portfolio and drive productivity improvements to ensure effort was focused on better services to customers.
The Service Delivery Performance Committee was chaired by the Deputy CEO, Service Delivery and comprised General Managers from the Service Delivery Cluster and certain General Managers from the Strategy and Design Cluster.
Prior to 31 March 2011 the Service Delivery Committee was responsible for ensuring service delivery supported Centrelink’s Strategic Directions by:
- considering, evaluating and providing direction on service delivery strategies
- implementing Centrelink’s Strategic Directions, strategies and plans to ensure excellence in service delivery
- overseeing the effectiveness of and monitoring the performance of Centrelink’s service delivery activities and initiating corrective action when required.
The Service Delivery Committee was chaired by the Deputy CEO, Customer Service and included General Managers across Centrelink with an interest in service delivery.
Centrelink Audit Committee
Established in line with the FMA Act, the Audit Committee provided assurance to the CEO on the appropriateness of the agency’s accountability and control framework, particularly those aspects concerning the proper use of Commonwealth resources and the management of risks. It was chaired by an external member and was directly accountable to the CEO of Centrelink. The Audit Committee usually met quarterly. The committee established a Financial Statement Sub-committee and an ICT Sub-committee.
Centrelink also had a National Health and Safety Committee (see page 86) and a Centrelink Staff Consultative Committee (see page 85) that assisted the Executive to ensure occupational health and safety and employee matters were addressed.