Report On The International Travel Undertaken To Australia: 25-30 August 2012

  1. INTRODUCTION

The aim of the report is to give an overview of the strategic objectives attained during our visit to Australia.

  1. PURPOSE OF THE VISIT

The establishment of SASSA was modelled on Centrelink, Australia, which managed the operational aspects of social grant payouts as well as emergency or disaster relief and delivers a range of payments and services for retirees, the unemployed, families, parents, people with disabilities and Indigenous Australians.

The purpose for the official visit by the SASSA delegation was to improve South Africa's grant system and to consider alternative areas of transfer as follows:

•To draw on international experience and comparative best practices with a view to learning and making recommendations on improving existing services and influencing the design and development of a new payment system;

•To share experiences from an administration, implementation and management perspective;

•To initiate on-going benchmarking from the Australian and Indian experiences;

•To empower SASSA in key areas such as provision of social assistance, service delivery and alternate forms of transfers and social assistance schemes;

•To provide SASSA with an opportunity to showcase its achievements and challenges as part of a South learning initiative.

  • To establish partnerships with key institutions providing social security.
  1. DELEGATION

Ms Bathabile Dlamini: Minister of Social Development(Not Available due to the outcome of the court hearing: All Pay vs SASSA)

Mr Ceceko Pakade: Chief Financial Officer DSD

Ms Virginia Petersen: Chief Executive Officer SASSA(Not Available due to the outcome of the court hearing: All Pay vs SASSA)

Mr Wiseman Magasela: Deputy Director General – Policy Development DSD

Mr Brenton van Vrede: Chief Director – Social Security DSD

Ms Raphaahle Ramokgopa: Executive Manager: Strategy and Business

Development SASSA

Ms Lumka Oliphant: Chief Director: Communications DSD

Mr Frank Earl: Acting Executive Manager: Grants Administration SASSA

Ms Mayibuye Mbata: Personal Assistant to the Minister DSD

Mr Johnny Mpeko : Personal Aid to the Minister

Ms Innocentia Makhanya: Deputy Director of International Relations SASSA

  1. ENGAGEMENTS WITH COUNTERPARTS:

BAustralia

4.1.1Background to intuitions visited:

  • Met with delegates of Australia who gave a brief overview of the Department of Families, Housing, Community Services and Indigenous Affairs.
  • Met with Barry Sandison. Deputy Secretary of Participation, Families and Older Australians within Department Human Services.Mr Sandison gave a brief overview of the Department of Human Services(history and changes from July 2011), the service reform agenda and what is currently happening with the department in terms of servicing and meeting the needs of vulnerable customers.
  • Met Mark Withnell: General Manger Business Integration( BI) Division who’s responsibility it is to:
  • Maintain the integrity of government payments;
  • Address current and emerging areas of fraud and non-compliance;
  • Comply with the Commonwealth Fraud Control Guidelines 2011 through a range of internal fraud prevention and control initiatives;
  • Provide a ‘right of review’ service for customers; and
  • Detect and investigate fraud and serious cases of avoidance or income minimisation associated with the Child Support Program.
  • Met withDr Jo-Anne Benson: Chief Medical Adviser. Her department is responsible for the following benefits:Medicare and the Pharmaceutical Benefits Scheme, Eligibility, Medicare service tracking, Legislative basis for compliance intervention,Approach to management of non-compliance, Types of non-compliance.
  • MetCatherine Rule General Manager, Service Strategy and Policy

Department of Human Services officials from the Department Human Services and Government Partnerships, this department were Pre 1997 – Department of Social Security. In 1997 Centrelink was created as the Commonwealth Service Delivery Agency – new focus. In 2004 the Department of Human Services was created as part of the Finance Portfolio. In 2011 the Human Services Legislation Act Brought 5 agencies together.

  • Met Melissa McClusky of the Department Service Delivery Reform her department has three objectives:
  • To make people’s dealings with government easier through better delivery and coordination of services
  • To achieve more effective service delivery outcomes for government
  • To improve the efficiency of service delivery
  • The SDR department will contribute to the Australian Government policy objectives in developing a responsive service delivery system.

4.1.2Key Lessons Learnt

A practical view of the Australian social assistance schemes would assist SASSA and the Department of Social Development in considering social assistance strategies to address poverty alleviation, alternate forms of social assistance and cash transfers, and the establishment of a broader more comprehensive social protection network.

Social Security, in Australia, refers to a system of social welfare payments provided by the Commonwealth Government of Australia. These payments are administered by the Department of Human Services (Australia). Similar to South Africa most benefits in Australia, are subject to a means test.

Australia Social Security Programme:

In December 2009, the Australian Government announced Service Deliver Reform, transforming the way services are delivered to the Australia public, based on a 10 point plan for service delivery. This reform integrated the former Human Services agencies (including Centrelink) into the Department Human Services.

  • This reform initiative was driven by the recognition that the current model for service delivery has not kept pace with community expectations around convenient access and quality of services and advances in technology, similar challenges faced by SASSA in South Africa.
  • The Australian government priorities are supported by the Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA).
  • FaHCSIA role is to improve the lives of the people by creating opportunities for economic and social participation by individuals, families and communities. Like the Department of Social Development,FaHCSIA is the Australian Government's main source of advice on social policy and manages about one fifth of the national budget (approx... $76 Billion).
  • FaHCSIA works in partnership with other government and non-government organisations, managing a diverse range of programs designed to support and improve the lives of the most vulnerable Australians.
  • FaHCSIA has strong business partnerships with Centrelink in the Human Services portfolio. Centrelink is the Australian Government agency that delivers payments and services on behalf of nine government policy departments including FaHCSIA.
  • Business Delivery
  • FaHCSIA work is to assists Australians to meet their immediate needs and to strengthen capacity in four main ways:
  • Payments to individuals
  • FaHCSIA makes direct payments to individuals through Centrelink and other agencies. Primary examples include the Age Pension, the Disability Support Pension (DSP) and the Family Tax Benefit (FTB).
  • Working with the states and territories (National Partnership Agreements)
  • FaHCSIA works with the states and territories to achieve outcomes in their areas of responsibility, including housing, disability services, addressing Indigenous disadvantage, concessions and the welfare of children.
  • Payments for community services: FaHCSIA funds community-based organisations to deliver a range of local services, including: family relationship services, emergency relief and supported employment for people with disability.
  • Policy development, leadership, advice and coordination: FaHCSIA supports its Ministers in their policy roles by providing advice on social policy, building the evidence base for decisions and action and in whole-of-government policy coordination for Indigenous affairs and for women.

National Disability Insurance Scheme (NDIS)

A priority for FaHCSIA is building the foundations for the National Disability Insurance Scheme (NDIS).

Challenges of this program

  • The NDIS represents a fundamental change to the way disability care and support is delivered in Australia.
  • The scheme would provide individually tailored care and support to around 410 000 people with significant disabilities.
  • The scheme would introduce a social insurance approach that shares the costs of disability services and supports across the communities
  • . It will moves from a short-term point in time focus to considering the care and support needs over the course of an individual’s lifetime.
  • Five sites recently launch agreed with states and territories to start the scheme.
  • Further work will be undertaken to finalise the design of the scheme and establish an agency that oversees the transition to its final form.

National Disability Strategy and National Carer Strategy

FaHCSIA continues to lead work on implementing the National Disability Strategy, a ten year national framework for improving life for Australians with disability, their families and carers.

Challenges of this program

  • Drive mainstream and Indigenous-specific programs across government to address Closing the Gap targets
  • Work with relevant agencies to improve school attendance, reduced alcohol abuse and increased local engagement
  • Implement the Community Action Plan and Community Development Fund elements of the Remote Jobs and Communities Program.

Successes of this program

  • The Australian Government will continue in its efforts to close the gap between Indigenous and non-Indigenous Australians in areas relating:
  • to life expectancy, infant mortality, education and employment.
  • In part this will be done through driving mainstream and Indigenous-specific programs and working with relevant agencies to drive improvements in school attendance, reduced alcohol abuse and increased local engagement.

Disability Support Pension (DSP) Reforms

Reforms are designed to strengthen the gateway on to DSP by improving the quality of assessments for DSP and supporting people with disability who have some work capacity into employment.

Successes of this program

  • Since 1 July 2012, for the first time DSP recipients under age 35 with some capacity to work will be required to attend regular participation interviews with Centrelink to develop participation plans, to help build their capacity and overcome barriers to work.
  • More generous rules to allow DSP recipients to work up to 30 hours a week without worrying about losing their DSP qualification will be establish.
  • Recipients will be subjected to an income test and will be able to receive a part-pension, while they work.

Constitutional Recognition of Indigenous Australians

  • In December 2010, the Government appointed an Expert Panel of Indigenous and community leaders, constitutional law experts, academics and parliamentary members, to consult with the Australian people and deliver advice on options for recognising Indigenous Australians in the Constitution. The Panel submitted its report to the Government on 19 January 2012.

Working in Partnerships

  • The department work in partnership with a range of government and non-government agencies to reduce an overlap in services and to provide better coordination to avoid people slipping through any gaps.
  • The Council of Australian Governments (COAG) is the peak intergovernmental forum in Australia. COAG comprises the Prime Minister, State Premiers, Territory Chief Ministers and the President of the Australian Local Government Association (ALGA).
  • In May 1992, the then Prime Minister, Premiers and Chief Ministers agreed to establish COAG. The Prime Minister chairs COAG. The role of COAG is to initiate, develop and monitor the implementation of policy reforms that are of national significance and which require cooperative action by the Australian governments (for example, health, education and training, Indigenous reform, early childhood development, housing, microeconomic reform, climate change and energy, water reform and natural disaster arrangements).
  • Issues identified may arise from, among other things: Ministerial Council deliberations international treaties which affect the States and Territories; or major initiatives of one government (particularly the Australian Government) which impact on other governments or require the cooperation of other governments.

Other FaHCSIA programs include

1Community Investment Program

2Support Program

3Community Support Service

4Targeted Community Care – Mental Health

5 Broadband for Seniors

Department of Human Services

We were welcome by Barry Sandison the Deputy Secretary of Participation, Families and Older Australians within DHS. He gave a brief overview of the Department of Human Services (history and changes from July 2011), the service reform agenda and what is currently happening with the department in terms of servicing and meeting the needs of vulnerable customers and the session was concluded with questions and answers.

The Department of Human Services brought together service delivery agencies with the aim of improving the delivery of social and health-related services to the Australian public.

  • Created on 26 October 2004, as part of the Finance Portfolio, to improve the development and delivery of government social and health related services to the Australian people.
  • As a result of the Administrative Arrangements Orders (AAO) issued on 30 January 2007, the Department of Human Services and its agencies were transferred to a newly created Human Services Portfolio.
  • The Human Services Portfolio - The Hon Kim Carr was appointed as the Minister for Human Services in early 2012.

The department provides easy, high quality services to people at different stages of their lives through the Centrelink, Child Support and Medicare Programs.

The Medicare Program looks after the health of Australians through the efficient delivery of programs such as the Pharmaceutical Benefits Scheme, the Australian Childhood Immunisation Register and the Australian Organ Donor Register.

The Centrelink Program delivers a range of payments and services for retirees, the unemployed, families, carers, parents, people with disabilities, Indigenous Australians, and people from diverse cultural and linguistic backgrounds, and provides services at times of major change.

The Centrelink Program – Servicing Australia by assisting people be become self-sufficient and supporting those in need.

Other agencies within DHS are;

  • Australian Taxation Office
  • Department of Immigration and Citizenship
  • Department of Foreign Affairs and Trade
  • Department of Agricultural, Fisheries and Forestry
  • Department of Innovation, Industry, Science and Research
  • Department of Sustainability, Environment, Water, Population and Communities
  • Delivering Government Business
  • Key agency in delivering other government business due to:
  • Physical footprint
  • Mobile servicing and out-servicing capability
  • Call centre capability
  • Ability to automate delivery

DHS plays a key role in the delivery of other government business and are able to do this due to their ability to automate delivery, physical footprint, and call centre capabilities.

Some examples are:

  • Australian Electoral Commission- call centre
  • Foreign Affairs Call Centre in times of international emergency
  • National Crisis Call Centre Surge Capability
  • Economic Stimulus Package- delivery of payments to Australian citizens
  • Carbon Tax – information via web and call centres
  • Green Energy Rebate – rebates to citizens and business
  • Delivering Services for Business

Service Delivery Reform (SDR)

Ms by Melissa McClusky welcome the delegatesand brief them on why Service Delivery Reform was taking place within the Department of Human Services. She also explained the factors that have an influence government service delivery, and said that servicedelivery reform is driven by the recognition of the current service delivery model of government which has not kept pace with community expectations around convenient access, quality of services and advances in technology.

Key drivers for reform include:

  • people expect government to provide services that make use of modern technology and provide convenient and accessible services;
  • the current tight fiscal environment means we need to deliver services in a cost-efficient and effective way;

Service Delivery Reform needs to support and must help to deliver key Government priorities;

  • a growing and ageing population and the demands this ageing population will have on government for assistance;
  • their service delivery infrastructure needs to be agile enough to respond to new policy challenges; and
  • advances in technology have transformed customer interactions,
  • government needs to respond by providing more automated and online services.

The objective of Service Delivery Reform is through this reform, the department will have to improve on the efficiency of service delivery by integrating and automating service delivery and creating a system that can respond flexibly to change. It will transform the delivery of services through the Department of Human Services by making people’s dealings with Government easier and quicker. The reform will contribute to Government policy objectives by developing an agile service delivery system.

The department will be able to achieved through the commitment of the Australian Government to a four year program of Service Delivery Reform, from 2011-12 to 2014-15. DHS will do this through implementing:

  • more one-stop-shops;
  • more self-service; and
  • more support for people who need intensive assistance, based on their individual needs and circumstances.

The entire Service Delivery Reform program involves a total investment of $1.2 billion. The Service Delivery Reform plays a significant role in supporting the Australian Government’s workforce participation and social inclusion agendas. The department will provide better access to services and support that will enable people to participate more fully in the economy and their community.

Timeframe for Delivery

Phase 1: 2010–11 - planning and design

The first year of Service Delivery Reform focused on planning and design. Detailed business cases and proposals were developed for Government consideration throughout 2010–11.

Phase 2: 2011-12 to 2014-15 - Integrating, simplifying and coordinating frontline services

The majority of reform activity is occurring during Phase Two of Service Delivery Reform. Services are being transformed by offering more convenient options to customers who prefer to manage their own affairs. At the same time people who need more intensive support and people with complex needs will get extra assistance and referrals.

Customers will increasingly be able to access services and information in ways that suit them. This may be online through more self-service, over the phone or face-to-face in one of their co-located offices providing multiple services and coordinated supported under ‘one roof’, depending on their circumstances.