❓ A WA parliamentary question seeks details on efficiency dividend implementation within the Community Services portfolio, specifically regarding service cuts, alternative service delivery, and new service costs/benefits. The answer outlines strategies like staffing economies, reduced community relations, and administrative overheads, while prioritizing existing contractual obligations with non-government organizations.
AnsweredQoN 1326Legislative Council
QuestionView source ↗
For each Department and Agency within the Minister’s portfolios, please provide, -
(a) a description of each of the initiatives to achieve the relevant Agency’s 3 percent efficiency dividend;
(b) a description of how the original services, provided by the initiatives that were cut in (a) above, have been met by other areas of that Agency;
(c) if services have not been provided to their original level, a description of where the Agency is increasing its level of service to create efficiency; and
(d) for each new service provided by the Agency, a description of the monetary and non-monetary, costs and benefits, attributable to the new service?
(a) a description of each of the initiatives to achieve the relevant Agency’s 3 percent efficiency dividend;
(b) a description of how the original services, provided by the initiatives that were cut in (a) above, have been met by other areas of that Agency;
(c) if services have not been provided to their original level, a description of where the Agency is increasing its level of service to create efficiency; and
(d) for each new service provided by the Agency, a description of the monetary and non-monetary, costs and benefits, attributable to the new service?
AnswerView source ↗
Answered
26 November 2009
Responded by
Minister for Community Services
Response time
35 days
Staffing Economies When positions are vacated, a thorough appraisal is undertaken to determine whether the position needs to be filled and whether the functions and duties undertaken are a core departmental function. A reallocation of the functions and duties to other departmental staff is also considered. Reduction in Community Relations Activities DfC has reviewed its entire community relations activities, in consultation with its key stakeholders, to ensure that the services are being provided as efficiently and effectively as possible to all communities of interest. This has included entering into partnerships with peak representatives bodies in the presentation of key awards programs. Reduction in Publications and Corporate Communications DfC has scaled back its expenditure on publications and other promotional activities. Wherever practicable, DfC publications and promotional material are made available online rather than in print form. Reduction in Administrative Overheads DfC has imposed stringent controls on its general operating and administrative overheads. The economies generated include a reduction in staff travel, reduction in the engagement of external service contractors used in administrative support functions and efficiencies in the use of consumables, such as stationery and photocopying paper. DfC has reduced the size of its motor vehicle fleet. Reductions in Non-Government Sector Payments As the contractual obligations for 2008-09 were already in place with Non-Government organisations when the savings target was announced, there was no scope to reduce the funding to these organisations in 2008-09. In the short term, savings have been made by reducing discretionary expenses, delaying the filling of vacant positions and cutting back on administrative overheads. Specifically in regard to the strategy to implement any reduction in Non-Government Sector Payments, DfC seeks to ensure that: - All contractual agreements currently in place are honoured. - Officers meet with all funded service providers over the course of the next 12 months as part of a review to ensure that funding is channelled towards those areas of greatest community need. - A 'blanket approach' of cutting all funded services by 3 per cent is not taken; rather, DfC will identify opportunities for efficiencies to be achieved (eg by reducing any duplication of services) and channel the savings from such efficiencies into priority funded services. (b) The strategy has been to contain the savings targets associated with the 3 per cent savings within the nominated services as outlined in (a) above. (c) Not applicable (d) Not applicable Notice: This document is created or edited using unregistered or evaluation copy of rtLib valid for testing or development purposes only. To use it for productive or any other purposes please register it. You may purchase the license on http://www.rtlib.com
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