In retrospect, 2006 and beyond could best be described as the congruence of continuity, capability and contestability for Centrelink. Continuity was a fundamental element for the organisation as staff was called on to maintain day-to-day business expectations; capability was tested as the organisation contributed to the development of major new initiatives and reacted decisively in times of community crisis; and contestability became more obvious as demand was made for an increased emphasis on accountability and better customer service. These elements were pitched against a background of fundamental change for Centrelink as it experienced its first full year of operation reporting to the Minister for Human Services.
The transition from the board of management to the new Centrelink governance arrangements was completed and consolidated during 2006, marking a significant step towards implementing the recommendations of the Uhrig report. The resultant shift towards ‘joined-up government’ made for ‘more efficient and effective linkages between the DHS agencies’ (Centrelink 2006:2) and improved service levels—one of the minister’s highest expectations. One notable example of improved service from a new partnership arrangement was Centrelink’s partnership with Medicare Australia, whereby the availability of family assistance services was extended to Medicare offices. According to the Centrelink Annual Report 2005–2006 (2006:3): ‘this has provided the Australian public with more choice about how and where they can access family assistance payments and services. With the extra 190 Medicare outlets, and the rest implemented by December 2006, over 100,000 Australians have already exercised this choice.’
Another demonstration of Centrelink’s capability was its impressive response to several crisis situations in Australia and overseas in 2006. Centrelink staff ‘value added’ to the organisation’s community responsibilities by assisting at times of natural disasters such as Cyclone Larry in Queensland, the Beaconsfield mine disaster in Tasmania and medical evacuations from Timor Leste. The importance of Centrelink’s role in responding to national emergencies has been recognised by the Federal Government providing funding for the establishment of a National Emergency Call Centre (NECC). Centrelink’s leading role in this and other initiatives suggests that it is still the dominant player in the DHS configuration, with additional capabilities from smaller agencies when required.
From a continuity perspective, many of the initiatives begun during the Vardon period and presented as priorities by Minister Hockey (2005) were advanced still further with the same long-term goal of lifting workforce participation and reducing welfare dependency. For example, self-service options for customers via the Internet and automated telephone services and SMS messaging as alternatives to letters increased during the period. Better management of major projects, especially in the area of IT, increased accountability.
All these initiatives were designed to pave the way for future fundamental shifts in ministerial expectations. Further challenges that lay ahead for Centrelink, post 2006, as indicated in the minister’s statement of expectations for the period 1 December 2006 to 30 June 2007 (Hockey 2006:1–2), were to:
support and contribute to the government’s development and implementation of the Health and Social Services Access Card
continue to make improvements in assisting customers into sustainable employment through the Pathways and Welfare to Work programs
make further improvements in the areas of compliance and reducing fraud, errors, debts and overpayments to customers
make it easier for the Australian public to access services through such initiatives as improvements to forms and letters, online capability and reduced queue waiting times
continue to foster collaboration with human services agencies, with particular emphasis on achieving procurement synergies and co-location benefits where appropriate
demonstrate that it is delivering its day-to-day services as required by the government and policy departments and as detailed in service delivery agreements
continue building organisational and workforce capabilities to meet current and future demands and expectations
deliver the government’s commitments according to agreed implementation schedules
continue to build confidence in the way it conducts its business
be in a position to complete the Letter of Compliance as required by DoFA.
It can be concluded therefore that the new administrative arrangements put in place with the establishment of the DHS enhanced Centrelink’s potential capability and contestability as seen by the way in which the organisation coped with massive organisational change while delivering on the minister’s expectations throughout 2005 and 2006.