The paper "Centrelink Experiment and Its Planning and Implementation of Reforms" is a wonderful example of a case study on management. Reforms in public management have over the years continued to change the public sector structure as well as the existing relationships between the private and public sectors. In most cases, however, gaps have been identified between what the reform intends to attain and what has actually been attained. This paper focuses on the Centrelink experiment and its planning and implementation of reforms. The paper is a deep analysis of Centrelink with the focus being on the various models that explain its functioning, the risks and benefits of the frameworks used, the various roles played by the agency, and lessons that can be drawn out from the agency. The Centre Link Experiment: History and Context Centrelink experiment was launched as the commonwealth Service Delivery Agency in 1996 in the month of September and was officially established as an “ independent statutory authority” in July 1997with its CEO being Sue Vardon.
This new agency got the responsibility of distributing the government services to some of the 7.8 million beneficiaries of the social warfare services as well as benefits, which accounts for roughly $40 billion which is about 30% of the total expenditure of the commonwealth.
In the year 2002 Centrelink employed a total of 23,000 staff spread all over the 1000 service delivery areas. These varied from the full customer service centers to agents visiting the remote zones. The agency was initially situated at the Social Security Portfolio which was later known as; family and community services, due to the fact that most of its tasks would entail administering the entitlements under the legislation of Social Security (Scott, 1999). On its formation, the agency aimed at establishing effective structures of governance, creating one common culture among the staff members, and developing a brand that is easily identifiable.
One major challenge that Vardon faced during the early implementation of the project was on how to create a working culture capable of meeting all of the organization’ s expectations of being a firm that is oriented towards meeting the very needs of their customers (Vardon, 2006).
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